發(fā)布時間：2017-01-05 08:32

摘要

隨著現(xiàn)代經(jīng)濟的高速發(fā)展，“創(chuàng)新力”已經(jīng)成為了當(dāng)代集團競爭力的重要衡量指標(biāo)，而創(chuàng)新力的有效推動者是擁有全方面高素質(zhì)的現(xiàn)代人才，因此來說，就現(xiàn)代集團而言，人才資源已經(jīng)成為了制約當(dāng)代集團發(fā)展的重要制約性因素。在對外的競爭關(guān)系中，集團內(nèi)部人才體系也有著重要的地位，現(xiàn)代集團的對外競爭主體主要展現(xiàn)為集團內(nèi)部人才體系的競爭，集團擁有良好的人才資源，那么其在市場經(jīng)營活動的進行過程中勢必會具有較大程度的優(yōu)勢，反之則會在市場競爭關(guān)系中存在較大程度的劣勢。
21世紀是知識經(jīng)濟時代全面到來的時代，在知識經(jīng)濟體制市場的競爭關(guān)系中，，人才相較于其他集團資源而言具有較大層面的優(yōu)勢，但相比集團傳統(tǒng)其他資源而言，人才資源具有很大程度上的自發(fā)性以及能動性，如何實現(xiàn)集團內(nèi)部人才優(yōu)勢最大化是當(dāng)代集團值得深思的一個話題。若想提升集團內(nèi)部人才的對外競爭優(yōu)勢，勢必需要對于集團內(nèi)部人才體系進一步的完善補充，而在完善人才體系的環(huán)節(jié)中最為主要的便是加強集團內(nèi)部人才發(fā)展以及培養(yǎng)機制的建立以及完善。通過有效的人才發(fā)展以及培養(yǎng)機制，集團能夠在發(fā)展的過程中源源不斷的提升自身人才優(yōu)勢，同時還能形成良好的集團內(nèi)部人才晉升氛圍，提升人才對于集團的忠誠度。隨著時代的發(fā)展，人才對于集團的需求層面也有著不同程度的轉(zhuǎn)變，傳統(tǒng)人才對于集團的需求主要是金錢報酬層面，而現(xiàn)代層面上人才對于集團的需求則是自身價值的實現(xiàn)以及自身能力的持續(xù)提升；集團擁有良好的內(nèi)部人才發(fā)展培養(yǎng)機制無疑正是迎合了當(dāng)代人才對于集團的主要需求，必然會受到廣大人才的推崇。人才作為集團最為主要的內(nèi)部資源，加強對于集團內(nèi)部人才的發(fā)展以及培養(yǎng)機制建設(shè)以及完善，是實現(xiàn)集團內(nèi)部資源優(yōu)化以及實現(xiàn)資源效應(yīng)最大化的有效途徑。
本文將以F集團為主要研究對象，對其集團內(nèi)部的人才發(fā)展以及培養(yǎng)機制進行充分的研究分析，在研究的過程中，筆者將結(jié)合自身經(jīng)驗以及集團內(nèi)部人才機制情況進行詳盡的探討，通過分析指出其中存在哪些方面的不足，并針對不足指出提出相應(yīng)的改善方案。通過本文的分析旨在能夠有效的促進F集團人才發(fā)展以及培養(yǎng)機制的進一步完善，同時對于其他集團形成有效的引導(dǎo)性作用。
關(guān)鍵字：人才；培養(yǎng)機制；人力資源；
 
Abstract
With the rapid development of modern economy, " innovation " has become an important indicator to measure the competitiveness of enterprises, and the effective promoter of creativity is the modern talents, with all aspects of high-quality therefore, speaking of the modern enterprise, human resources has already become the important restriction factor restricting the development of contemporary enterprises. In the competition between the external, internal personnel system also plays an important role, the modern enterprise 's competition mainly show as the enterprise internal personnel system competition, enterprises have a good human resources, so the market business activities will have greater advantages, otherwise there will be greater the degree of inferior position in market competition.
The twenty-first Century is the era of knowledge economy coming era, competition in the market of knowledge economy, talent compared with other enterprise resources with large aspect superiority, but compared to traditional enterprise other resources, talent resources have largely spontaneous and initiative, how to realize the maximization of enterprise internal talent advantage is a a topic worthy of deep reflection of contemporary enterprises. To enhance the internal personnel 's competitive advantage, we need to further improve the enterprise internal personnel system, and in the improvement of personnel system links the most main is to strengthen the development and training of talents and establishing mechanism of improvement. Through the mechanism of talents training and development effectively, enterprises can in the development process of everfount to improve their talent advantage, but also the formation of internal talent good promotion atmosphere, promote the talent loyalty for the business. With the development of the times, people also have different degrees of change in the level of the needs of enterprises, the traditional personnel mainly monetary compensation levels for business needs, but the modern level of talent for the needs of enterprises is to realize their own value and its ability to continue to ascend; enterprises have the development of internal talent training mechanism is good is to meet the demand of contemporary talents for the main business, will be respected by the majority of people. Talent as the most important internal resources, strengthening the development of the enterprise internal personnel and training mechanism construction and perfect, is to realize the optimization of the internal resources and the effective way to realize the resource effect maximization.
This paper will take F group as the main research object, carries on the analysis to study on the group's internal talent development and training mechanism, in the course of the study, the author will carry on the detailed discussion combined with its own experience and talent mechanism inside the enterprise, through the analysis pointed out the problems existed, and puts forward the corresponding improvement program in view of the lack of points. Through the analysis of this paper is to further improve the effective promotion to F group talent development and training mechanism, while the formation of the leading role of effective for other enterprises.
Keywords: talent training mechanism; human resources;
 
目 錄
第一章 緒論 6
1.1 研究背景 6
1.2 研究的意義和目標(biāo) 7
1.3 研究內(nèi)容和方法 8
1.4國內(nèi)研究現(xiàn)狀 9
1.5 相關(guān)理論 11
1.5.1 人才 11
1.5.2  人力資本理論 12
1.5.3  勝任力素質(zhì)模型理論 12
1.5.4  人力資源戰(zhàn)略理論 13
1.5.5  人才發(fā)展與激勵理論 15
第二章 人才發(fā)展和培養(yǎng)機制分析 16
2.1 人才發(fā)展和培養(yǎng)機制的外部優(yōu)秀實踐 16
2.1.1  強生的人才發(fā)展和培養(yǎng)模式 16
2.1.2  通用電氣的人才發(fā)展和培養(yǎng)模式 17
2.2 外部實踐對F集團人才發(fā)展和培養(yǎng)機制的啟示 18
第三章 F集團的人才發(fā)展和培養(yǎng)機制 20
3.1  F集團的人才發(fā)展和培養(yǎng)現(xiàn)狀 20
3.1.1  F集團公司概況 20
3.1.2  F集團人才發(fā)展和培養(yǎng)機制 20
3.2  F集團的未來戰(zhàn)略 22
3.2.1  F集團的戰(zhàn)略規(guī)劃 22
3.2.2  F集團戰(zhàn)略規(guī)劃對人才發(fā)展和培養(yǎng)的要求 22
3.3  F集團人才發(fā)展和培養(yǎng)機制存在問題 23
3.3.1內(nèi)部人才結(jié)構(gòu)不合理 23
3.3.2缺乏長期的人才戰(zhàn)略發(fā)展規(guī)劃 24
3.3.3內(nèi)部學(xué)習(xí)化組織氛圍有待加強 24
3.3.4 員工培養(yǎng)計劃針對性不夠 25
第四章 F集團人才發(fā)展與培養(yǎng)機制完善方案 27
4.1進一步完善集團內(nèi)部人才戰(zhàn)略發(fā)展規(guī)劃 27
4.1.1促進集團人才發(fā)展戰(zhàn)略與集團整體戰(zhàn)略接軌 27
4.1.2提升集團人才發(fā)展戰(zhàn)略的靈活性 27
4.1.3多渠道保障集團人才戰(zhàn)略發(fā)展規(guī)劃目標(biāo)的實現(xiàn) 28
4.2強化人才培養(yǎng)體系建設(shè) 28
4.2.1加強對于集團內(nèi)部人才培訓(xùn)課程創(chuàng)新 28
4.2.2健全集團內(nèi)部人才培訓(xùn)體系 29
4.2.3人才勝任力模型的完善 29
結(jié)論 32
參考文獻 33
致謝 36

第一章 緒論
第二章 人才發(fā)展和培養(yǎng)機制分析
第三章 F集團的人才發(fā)展和培養(yǎng)機制
第四章 F集團人才發(fā)展與培養(yǎng)機制完善方案
結(jié)論

參考文獻

本文編號：234788