發(fā)布時(shí)間：2018-08-12 14:37

【摘要】：隨著社會(huì)主義市場(chǎng)經(jīng)濟(jì)體制不斷健全完善和國(guó)有企業(yè)改革向縱深層次發(fā)展，特別是中國(guó)加入WTO以后，國(guó)際石油公司以各種方式進(jìn)入國(guó)內(nèi)市場(chǎng)，國(guó)有石油企業(yè)發(fā)展的環(huán)境發(fā)生了深刻地變化。國(guó)際石油公司憑借先進(jìn)的管理體系、靈活的用人機(jī)制、豐厚的薪酬待遇，迅速吸引了國(guó)內(nèi)各層次石油類(lèi)人才的目光，并源源不斷地把他們招致麾下。這些人才大多是國(guó)內(nèi)三大石油公司的在職員工，已經(jīng)具備了扎實(shí)的石油勘探開(kāi)發(fā)理論和豐富實(shí)踐經(jīng)驗(yàn)，他們的流失不僅削弱了國(guó)有石油企業(yè)的市場(chǎng)競(jìng)爭(zhēng)力，也影響和制約著其可持續(xù)發(fā)展，，關(guān)乎國(guó)有企業(yè)命運(yùn)，是國(guó)有企業(yè)改革發(fā)展必須予以關(guān)注的課題。石油企業(yè)是技術(shù)密集、人才密集型企業(yè)，人才資源的多少、人才素質(zhì)的高低，直接關(guān)系到企業(yè)的興衰成敗，這一特殊性也決定了人才是石油企業(yè)發(fā)展和提高核心競(jìng)爭(zhēng)力的首要條件。因此，只有堅(jiān)持以人才為本，建立科學(xué)有效的人力資源管理體系，培養(yǎng)人才、激勵(lì)人才、成就人才，形成尊重人才、愛(ài)護(hù)人才的企業(yè)文化，才能留住人才，為企業(yè)的持續(xù)穩(wěn)定發(fā)展提供可靠的人才保證，才能使石油企業(yè)適應(yīng)當(dāng)今國(guó)際、國(guó)內(nèi)激烈的市場(chǎng)競(jìng)爭(zhēng)。但從實(shí)踐來(lái)看，石油企業(yè)作為國(guó)有特大型企業(yè)，傳統(tǒng)的人力資源管理模式下對(duì)人才的開(kāi)發(fā)和管理還存在諸多誤區(qū)，使企業(yè)往往留不住人才。人才流失給企業(yè)帶來(lái)巨大的直接和間接成本，并導(dǎo)致商業(yè)泄密現(xiàn)象和勞動(dòng)爭(zhēng)議增多，影響了企業(yè)生產(chǎn)經(jīng)營(yíng)的連續(xù)性和穩(wěn)定性，制約了企業(yè)的發(fā)展和人才整體素質(zhì)的提高。本文從油田企業(yè)人才流失較為嚴(yán)重的開(kāi)發(fā)板塊入手，選取ZX采油廠為例開(kāi)展研究，通過(guò)對(duì)該采油廠近10年人才流失情況進(jìn)行分類(lèi)統(tǒng)計(jì)，從國(guó)家、中石化、勝利油田、采油廠和人才自身不同層面對(duì)人才流失原因進(jìn)行分析研究，在此基礎(chǔ)上，從人才理念、職業(yè)生涯、收入分配、培養(yǎng)選拔、環(huán)境改善、人才配置等幾方面探討了吸納和穩(wěn)定人才的對(duì)策。
[Abstract]:With the continuous improvement of the socialist market economic system and the deepening development of the reform of state-owned enterprises, especially after China's entry into the WTO, international oil companies have entered the domestic market in various ways. The environment for the development of state-owned oil enterprises has undergone profound changes. International petroleum companies with advanced management system, flexible employment mechanism, rich salary and treatment, quickly attracted the attention of all levels of domestic oil talents, and continuously attracted them. Most of these talents are in-service employees of the three major oil companies in China. They already have solid oil exploration and development theory and rich practical experience. Their loss not only weakens the market competitiveness of state-owned oil enterprises, It also affects and restricts its sustainable development, relates to the fate of state-owned enterprises, and is a subject that must be paid attention to in the reform and development of state-owned enterprises. Petroleum enterprises are technology-intensive, talent intensive enterprises, the number of human resources, the level of talent quality, directly related to the success or failure of the enterprise. This particularity also determines that talent is the primary condition for oil enterprises to develop and improve their core competitiveness. Therefore, only by adhering to the talent oriented, establishing a scientific and effective human resource management system, cultivating talents, encouraging talents, achieving talents, forming an enterprise culture that respects and cherishes talents, can we retain talents. Only by providing reliable talents guarantee for the sustainable and stable development of enterprises can petroleum enterprises adapt to the fierce market competition at home and abroad. However, as a large state-owned enterprise, there are still many misunderstandings in the development and management of talents in the traditional human resource management mode, which makes the enterprise often unable to retain talents. The brain drain brings enormous direct and indirect cost to the enterprise, and leads to the phenomenon of commercial leak and the increase of labor dispute, which affects the continuity and stability of the production and management of the enterprise, restricts the development of the enterprise and the improvement of the overall quality of the talented person. In this paper, starting with the development plate where the brain drain is serious in oil field enterprises, the ZX oil production plant is selected as an example to carry out the research. Through the classification and statistics of the brain drain in the last 10 years, from the national, Sinopec, Shengli oil fields, On the basis of analyzing and studying the causes of brain drain in different levels of oil production plants and talents themselves, from the perspective of talent concept, career, income distribution, training and selection, environment improvement, This paper discusses the countermeasures of absorbing and stabilizing talents from several aspects such as talent allocation.
【學(xué)位授予單位】：中國(guó)石油大學(xué)（華東）
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F426.22;F272.92

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