【摘要】：隨著知識(shí)經(jīng)濟(jì)時(shí)代的到來，人才的競(jìng)爭(zhēng)日益加劇，而生產(chǎn)力三要素中，勞動(dòng)者也是最活躍的要素；那么，如何建立有效的人力資源培訓(xùn)體系，使企業(yè)可持續(xù)發(fā)展，是現(xiàn)代民營(yíng)企業(yè)要亟待解決的問題。 本文以吉林省瑞達(dá)清潔服務(wù)有限公司為研究對(duì)象，針對(duì)其人力資源培訓(xùn)體系中存在的問題，運(yùn)用現(xiàn)代人力資源管理理論和方法，借助培訓(xùn)調(diào)查表，并結(jié)合MBA階段所學(xué)到的相關(guān)知識(shí)，力求探索并建立與該公司管理要求相吻合，與市場(chǎng)經(jīng)濟(jì)相適應(yīng)的現(xiàn)代人力資源培訓(xùn)管理體系,一定程度上解決瑞達(dá)公司在人力資源培訓(xùn)管理工作中存在的問題，提高系統(tǒng)培訓(xùn)意識(shí)。在人力資源培訓(xùn)體系設(shè)計(jì)過程中，堅(jiān)持確定培訓(xùn)目的、進(jìn)行需求分析、確定培訓(xùn)目標(biāo)、課程整體設(shè)計(jì)原則，從培訓(xùn)效果評(píng)估、評(píng)估實(shí)施著手，優(yōu)化原有人力資源培訓(xùn)體系。 基于瑞達(dá)公司存在的問題，本人從培訓(xùn)需求分析、培訓(xùn)項(xiàng)目設(shè)計(jì)、培訓(xùn)效果評(píng)估和培訓(xùn)項(xiàng)目實(shí)施這四個(gè)階段，使員工培訓(xùn)每一個(gè)環(huán)節(jié)力求實(shí)現(xiàn)組織、工作和員工個(gè)人三方面的優(yōu)化。培訓(xùn)的課程體系、評(píng)估效果和管理制度這三項(xiàng)是培訓(xùn)體系中的核心內(nèi)容，最后一項(xiàng)培訓(xùn)管理體系是把前三項(xiàng)有機(jī)融入企業(yè)管理體系當(dāng)中，主要是與晉升、薪酬體系相配合。 培訓(xùn)過程要首先需全面開展，扎實(shí)做好培訓(xùn)需求分析工作；其次要從組織戰(zhàn)略出發(fā)，，在全面、客觀的培訓(xùn)需求分析基礎(chǔ)上，做出系統(tǒng)性的規(guī)劃和方案，使得培訓(xùn)計(jì)劃有序地進(jìn)行和實(shí)施，形成切實(shí)可行的員工培訓(xùn)計(jì)劃；再有為使培訓(xùn)能卓有成效，我們要針對(duì)不同的培訓(xùn)對(duì)象分類分析，從形式、方法和內(nèi)容上對(duì)培訓(xùn)課程進(jìn)行科學(xué)構(gòu)建，合理設(shè)計(jì)；最后要采用集體討論和問卷調(diào)查這些定性方法和企業(yè)選擇的成本-收益分析這一定量方法，通過這兩種方法結(jié)合分析，形成最終的員工培訓(xùn)評(píng)估報(bào)告。 在上述分析現(xiàn)象，剖析問題的基礎(chǔ)之上，我們明確組織培訓(xùn)施行的執(zhí)行主體，通過構(gòu)建相應(yīng)的內(nèi)部和外部培訓(xùn)講師的選拔流程，培訓(xùn)課程設(shè)計(jì)流程，和培訓(xùn)項(xiàng)目全過程實(shí)施管理制度，來確實(shí)保證整個(gè)員工培訓(xùn)項(xiàng)目的順利實(shí)施，并實(shí)現(xiàn)組織決策者所期望的培訓(xùn)效果。 通過本文的研究，使管理者走出只把人當(dāng)成本而不是資源來看待的誤區(qū)，解決培訓(xùn)內(nèi)容與企業(yè)員工培訓(xùn)需求脫節(jié)的矛盾。 希望通過本文，對(duì)瑞達(dá)公司的培訓(xùn)體系現(xiàn)狀以及存在的問題有更進(jìn)一步的了解和認(rèn)識(shí)，有助于完善瑞達(dá)公司的人力資源管理體系，然后設(shè)計(jì)瑞達(dá)公司培訓(xùn)體系，提升瑞達(dá)公司市場(chǎng)競(jìng)爭(zhēng)力和可持續(xù)發(fā)展的能力。與此同時(shí)，通過本文的探討和研究，對(duì)我國(guó)中小民營(yíng)企業(yè)人力資源培訓(xùn)體系設(shè)計(jì)提供一定的借鑒。
[Abstract]:With the advent of the knowledge-based economy era, the competition for talents is intensifying day by day, and among the three elements of productive forces, laborers are also the most active elements. So, how to establish an effective human resources training system and make enterprises sustainable development is an urgent problem to be solved in modern private enterprises.
This paper takes Jilin Ruida Clean Service Co., Ltd. as the research object, aiming at the problems existing in its human resource training system, using the modern human resource management theory and method, with the help of training questionnaire, combined with the relevant knowledge learned in the MBA stage, and strives to explore and establish the management requirements of the company in line with the market economy. To some extent, the modern human resources training management system can solve the problems existing in the human resources training management of Ruida Company and improve the awareness of systematic training. Effectiveness evaluation, evaluation and implementation, optimize the original training system of human resources.
Based on the existing problems of Ryda Company, the author analyzes the training needs, designs training projects, evaluates the training effect and implements the training project in four stages, so as to make every link of staff training strive to realize the optimization of organization, work and individual. The training curriculum system, evaluation effect and management system are the training system. In the core content, the last training management system is to integrate the first three into the enterprise management system, mainly with promotion, salary system.
The training process should first be carried out in an all-round way and do a good job in training needs analysis; secondly, starting from the organizational strategy and on the basis of comprehensive and objective training needs analysis, a systematic plan and program should be made so that the training plan can be carried out in an orderly manner and implemented to form a feasible staff training plan; and then, in order to make the training outstanding. To be effective, we should classify and analyze different training objects, scientifically construct and rationally design the training courses from the aspects of form, method and content; finally, we should adopt the qualitative methods of collective discussion and questionnaire survey and the quantitative method of cost-benefit analysis selected by enterprises, and form the final result by combining the two methods. Staff training evaluation report.
On the basis of analyzing the above phenomena and problems, we define the executive body of organizing and implementing the training, and ensure the smooth implementation of the entire staff training project and realize the organization by constructing the corresponding internal and external training lecturer selection process, training curriculum design process, and training project implementation management system. The training effect expected by policy makers.
Through the study of this paper, managers can get rid of the misunderstanding that only people are regarded as costs rather than resources, and solve the contradiction between training content and employees'training needs.
I hope that through this article, we can have a better understanding of the current situation and existing problems of the training system of Ruida Company, and help to improve the human resource management system of Ruida Company, and then design the training system of Ruida Company, so as to enhance the market competitiveness and sustainable development ability of Ruida Company. And research will provide some reference for the design of human resource training system for small and medium-sized private enterprises in China.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F719;F272.92

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本文編號(hào)：2184539