為了提高核心競(jìng)爭(zhēng)力和降低運(yùn)營成本,很多企業(yè)都非常重視對(duì)員工的培訓(xùn),但是員工將培訓(xùn)所學(xué)應(yīng)用到實(shí)際工作中的情況是很少的。因此,企業(yè)如何提高培訓(xùn)遷移一直是人力資源管理領(lǐng)域的一大關(guān)鍵問題。A公司作為進(jìn)駐中國較早的外資建筑設(shè)計(jì)顧問企業(yè),其核心競(jìng)爭(zhēng)力便是擁有的高端人才。校招工程師作為該企業(yè)的儲(chǔ)備人才,對(duì)企業(yè)發(fā)展和提高市場(chǎng)競(jìng)爭(zhēng)力有著極其重要的意義。A公司每年花費(fèi)巨額費(fèi)用對(duì)校招工程師進(jìn)行培訓(xùn),然而并沒有收到理想的培訓(xùn)效果。其主要原因是對(duì)培訓(xùn)遷移的不重視引起的,導(dǎo)致投入和產(chǎn)出不成正比。因此,如何改善培訓(xùn)遷移,提高培訓(xùn)效果,成為該企業(yè)人力資源管理的當(dāng)務(wù)之急。本文圍繞主題,通過文獻(xiàn)研究法、訪談、問卷調(diào)查法以及分析歸納法,探究A公司校招工程師培訓(xùn)遷移現(xiàn)狀,并診斷出校招工程師培訓(xùn)遷移存在培訓(xùn)設(shè)計(jì)不合理、缺乏支持體系和綜合考評(píng)等問題。通過調(diào)查研究,發(fā)現(xiàn)其原因在于A公司的培訓(xùn)組織體系不太完善、組織環(huán)境中存在阻礙遷移的因素、缺乏培訓(xùn)評(píng)估體系以及校招工程師缺乏遷移的動(dòng)力。在此基礎(chǔ)上,本文提出的解決方案為:A公司需對(duì)校招工程師進(jìn)行科學(xué)系統(tǒng)的培訓(xùn)設(shè)計(jì)、建立鼓勵(lì)遷移的組織環(huán)境、構(gòu)建完善的培訓(xùn)評(píng)估體系以及鼓勵(lì)校招工程師負(fù)責(zé)任和自我管理。同時(shí),本文還補(bǔ)充了保障措施,包括保障組織和人員的投入、將培訓(xùn)與績效考核進(jìn)行結(jié)合,以及實(shí)施和控制培訓(xùn)過程。做好培訓(xùn)遷移,不僅能夠提高校招工程師的個(gè)人績效,還能促進(jìn)企業(yè)績效的提高,從而實(shí)現(xiàn)個(gè)人和組織的雙贏局面。本文的研究結(jié)論有著良好的現(xiàn)實(shí)意義,A公司可以根據(jù)研究結(jié)果提高校招工程師的培訓(xùn)遷移,為企業(yè)經(jīng)營和人力資源發(fā)展打下良好的基礎(chǔ)。該結(jié)論能夠豐富國內(nèi)外關(guān)于培訓(xùn)遷移的實(shí)證研究,為其他建筑設(shè)計(jì)行業(yè)的企業(yè)提供可借鑒的培訓(xùn)管理經(jīng)驗(yàn)。
【學(xué)位單位】：廣東外語外貿(mào)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位年份】：2020
【中圖分類】：F272.92;F416.92
【文章目錄】：
ACKNOWLEDGEMENTS
ABSTRACT
摘要
LIST OF ABBREVIATIONS
Chapter Ⅰ Introduction
    1.1 Research Background
    1.2 Research Significance
    1.3 Research Framework
    1.4 Research Methods
Chapter Ⅱ Literature Review
    2.1 Core Concept Definition
        2.1.1 Graduate Engineers
        2.1.2 Training
        2.1.3 Training Transfer
    2.2 Related Theories of Training Transfer
        2.2.1 Theory of Identical Elements
        2.2.2 Stimulus Generalization Approach
        2.2.3 Cognitive Theory of Transfer
    2.3 The Typical Models of Training Transfer
    2.4 The Research Status in Domestic and Overseas
        2.4.1 Overseas Research Status
        2.4.2 Domestic Research Status
    2.5 Research Limitations
Chapter Ⅲ Case Description
    3.1 Profile of Company A
    3.2 Training System in Company A
        3.2.1 Training System in Company A
        3.2.2 Training System for Graduate Engineers in Company A
    3.3 Case Analysis
        3.3.1 Analysis Design
        3.3.2 Analysis Method
        3.3.3 Data Analysis
        3.3.4 Analysis Result
    3.4 The Problems of Graduate Engineers’Training Transfer
        3.4.1 Inappropriate Training Design
        3.4.2 Lack of Supporting System
        3.4.3 Lack of Comprehensive Evaluation
Chapter Ⅳ Analysis of Causes of Problems of Graduate Engineers’Training Transfer in Company A
    4.1 Incomplete Training Organization System
    4.2 Obstacles in the Work Environment that Inhibit Training Transfer
    4.3 Lack of Training Evaluation System
    4.4 Graduate Engineers are Lack of Motivation to Transfer
Chapter Ⅴ Countermeasures and Implementation Guarantee for Graduate Engineers’Training Transfer in Company A
    5.1 Basic Principle for Countermeasures
    5.2 Countermeasures
        5.2.1 Design a Scientific Training System for Graduate Engineers
        5.2.2 Create the Organizational Environment that Encourage Transfer
        5.2.3 Conduct an Effective Training Evaluation System
        5.2.4 Encourage Graduate Engineers Responsibility and Self-Management
    5.3 Implementation Guarantees
        5.3.1 Training Organization and Personnel Guarantee
        5.3.2 Combination of Training and Performance Management
        5.3.3 Implementation and Control of Training Process
Chapter Ⅵ The Research Conclusions and Limitations
    6.1 Research Conclusions
    6.2 Research Limitations
REFERENCE
Appendix A:Interview Outline
Appendix B:Questionnaire Survey

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