本文關鍵詞：TYR公司員工培訓體系構建　出處：《山東大學》2015年碩士論文　論文類型：學位論文

  更多相關文章： 員工培訓體系 培訓需求分析 培訓項目設計 培訓效果評估

【摘要】：TYR公司前身為一家玫瑰花茶廠,后經(jīng)改制,成為現(xiàn)在注冊資本500萬元的有限責任公司。以阿里巴巴、淘寶、京東和各國海淘網(wǎng)站為代表引發(fā)的互聯(lián)網(wǎng)營銷革命加之物流行業(yè)爆發(fā)式的發(fā)展,加劇了全球企業(yè)之間的市場競爭。TYR公司愈發(fā)感受到來自國內(nèi)外眾多企業(yè)的威脅,對自身生產(chǎn)、營銷、倉儲、物流、財務和人力等諸多方面進行全方位考核和分析,尋找短板、彌補不足。在對人力資源結構進行統(tǒng)計分析之后,公司發(fā)現(xiàn)不少問題：年輕員工占據(jù)比例較大,他們?yōu)槠髽I(yè)帶來發(fā)展動力的同時也埋下了頻繁跳槽導致人才‘流失的禍源；員工整體的學歷水平不夠理想,專業(yè)水準不高、個人素養(yǎng)參差不齊,在一定程度上拉低了企業(yè)生產(chǎn)、管理、服務多方面工作的績效水平；公司意圖提升員工績效水平和企業(yè)的競爭力,投入大量人力、物資組織培訓學習活動卻收效甚微。對于在當前全球經(jīng)濟大環(huán)境下生存的企業(yè)而言,人才是第一生產(chǎn)力,應當將人力資源置于公司戰(zhàn)略的重要地位。面對TYR公司所陷入的人才困境,本文選取“員工培訓體系建設”這一事項作為研究對象,以公司戰(zhàn)略目標為導向,以實現(xiàn)人力資源增值、夯實公司競爭實力為目的,全文采用“提出問題-分析問題-解決問題”思路：首先,環(huán)繞員工培訓這一主題展開理論概述,簡要介紹了人力資本、傳統(tǒng)學習、知識管理、培訓評估等相關理論的內(nèi)容、創(chuàng)新、局限和我國中小型企業(yè)員工培訓研究的成果。其次,通過介紹TYR公司現(xiàn)有的員工培訓情況(新員工入職培訓、在職員工培訓),列舉公司培訓工作中暴露出來的問題和缺陷,并對問題產(chǎn)生的根源進行了全面的剖析和挖掘。再次,調整原有組織架構,整合人力部門職能,構建宏觀培訓體系。以傳統(tǒng)的三要素分析、前瞻性分析、勝任力模型等為理論基礎,結合企業(yè)、員工的實際需求,對TYR公司受訓崗位培訓需求作出科學分析,合理劃分培訓類型,制定長中短期培訓計劃,設計具體的培訓項目,選擇合適的培訓方法,控制、監(jiān)督培訓實施,制定突發(fā)事件應急預案,完善培訓效果評估環(huán)節(jié),建立配套的激勵、保障機制,防范培訓風險。最后,根據(jù)論文的研究得出結論,即為TYR公司量身定做建立了一個滿足當前企業(yè)培訓工作實際發(fā)展要求的有效循環(huán)系統(tǒng),同時,指出研究中專業(yè)知識技術等方面存在的一些遺憾,對今后進一步完善培訓體系做出展望。本文的研究成果是對TYR公司以往混亂的培訓模式作出全面改造,重新梳理了組織、職能和各項工作內(nèi)容及流程,使培訓體系更加明晰,此外還強化了效果評估工作,建立了配套保障機制,在提高公司人力資本及知識管理能力、提升員工個人價值兩個方面均取得了一定效果,可為其他尚未建立有效培訓體系的中小型企業(yè)提供一個可供參考、借鑒的案例。
[Abstract]:TYR Company formerly a rose tea factory, after restructuring, now registered capital of 5 million yuan limited liability company. To Alibaba, Taobao. JingDong and various countries sea Amoy website as the representative of the Internet marketing revolution triggered by the logistics industry explosive development. Intensified the global competition among enterprises. TYR companies increasingly feel the threat from many enterprises at home and abroad, to their own production, marketing, warehousing, logistics. Financial and human resources and other aspects of the comprehensive assessment and analysis, looking for a short board, to make up for deficiencies. After statistical analysis of the human resources structure, the company found a lot of problems: young employees occupy a large proportion. They bring the development motive force for the enterprise at the same time also buried the frequent job hopping causes the talented person'to lose the disaster source; The overall educational level of the staff is not ideal, the professional level is not high, the personal accomplishment is not uniform, to a certain extent, the performance level of the enterprise production, management and service is lowered; The company intends to improve the level of employee performance and the competitiveness of enterprises, invested a lot of human resources, but the material organization training and learning activities have little effect. Talent is the first productive force, human resources should be placed in an important position of the company strategy. In the face of the plight of TYR company, this paper selects "employee training system construction" as the research object. In order to realize the increment of human resources and consolidate the competitive strength of the company, the full text adopts the idea of "ask the problem-analyze the problem-solve the problem": first of all. Focusing on the theme of employee training, this paper briefly introduces the contents and innovations of human capital, traditional learning, knowledge management, training evaluation and other related theories. Limitations and the research results of staff training in small and medium-sized enterprises in China. Secondly, through the introduction of the existing TYR employee training (new employee induction training, on-the-job staff training). Enumerate the problems and defects exposed in the training work of the company, and the root causes of the problems are comprehensively analyzed and excavated. Thirdly, adjust the original organizational structure, integrate the functions of the human resources department. To build a macro-training system. Based on the traditional three-factor analysis, forward-looking analysis, competency model as the theoretical basis, combined with the actual needs of enterprises, employees. Scientific analysis of the training needs of TYR company, reasonable division of training types, formulation of long-term and short-term training plans, design of specific training projects, selection of appropriate training methods, control. Supervise the implementation of training, formulate contingency plans, improve the training effectiveness evaluation link, establish a supporting incentive, safeguard mechanism, prevent training risks. Finally, according to the study of the paper draw a conclusion. That is to say, an effective circulatory system has been set up for TYR company to meet the actual development requirements of the current enterprise training work. At the same time, it points out some regrets in the aspects of professional knowledge and technology in the research. To further improve the training system in the future. The research results of this paper is to make a comprehensive transformation of the TYR company's previous chaotic training model, and rearrange the organization, functions, various work content and process. Make the training system more clear, in addition to strengthen the effectiveness evaluation work, set up a supporting security mechanism to improve the company's human capital and knowledge management capabilities. It can provide a reference and reference case for other small and medium-sized enterprises that have not set up an effective training system.
【學位授予單位】：山東大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F272.92;F426.82

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