【摘要】：人才是激烈競爭的文化產(chǎn)業(yè)發(fā)展的最重要資源。鎮(zhèn)江文廣集團是經(jīng)營文化產(chǎn)品的大型企業(yè)集團,作為文化產(chǎn)業(yè)的重要一員,要發(fā)展必然離不開基本的物質(zhì)條件。比如：科學技術、藝術水平、信息、時間、管理經(jīng)驗、管理方法、人力和市場等資源。這些資源大體可以分為自然資源和社會資源兩大類,哪種資源是最主要的?在當今的知識經(jīng)濟時代,當然以知識為核心。知識是由人來創(chuàng)造、把握和運用的,我們通常稱他們?yōu)槿瞬?他們是人力資源中最重要的一部分,是激烈競爭的文化產(chǎn)業(yè)發(fā)展中最重要的資源。同時,人才也是激烈競爭的文化產(chǎn)業(yè)最稀缺的資源。因此,如何對待人才資源是當今世界中激烈競爭的文化產(chǎn)業(yè)最應關注的大問題。古人云：得人才者得天下。鎮(zhèn)江文廣集團人才狀況如何,人才管理方面存在哪些問題,應該如何應對?這是關系到鎮(zhèn)江文廣集團能否在近期乃至于更長時期內(nèi)得以發(fā)展的大問題。 目前鎮(zhèn)江文廣集團人才的現(xiàn)狀與其發(fā)展的態(tài)勢是不相適應的,人才實力較弱,這是因為集團在人才管理方面還存在如人才結構不合理、人才流失嚴重、人才使用不當?shù)葐栴}。在這些表象問題的背后反映的是鎮(zhèn)江文廣集團的人才管理主體的現(xiàn)代人才觀念不強,忽視了人才的成長規(guī)律。導致了諸如過分重視人才的吸引卻忽視了人才保護、過分注重人才的物質(zhì)需求卻忽視了人才的精神需要、過分重視眼前利益從而忽視了長遠的規(guī)劃等深層次問題。而不同的企業(yè)在對人才管理和建立高績效文化上的投入各有不同。新的人才驅(qū)動型文化基于企業(yè)的價值、任務和戰(zhàn)略而有不同表現(xiàn),然而都很難改變既有的機構、傳統(tǒng)和過去的運營慣例。對于希望促進人才管理更上一層的鎮(zhèn)江文廣集團而言,有些措施是必不可少的,即“領導者愿景”與“底層架構”。通過對人才的開發(fā)、使用、保護和激勵幾個方面采取有效的人才管理策略來實現(xiàn)。只要有足夠的信心,鎮(zhèn)江文廣集團就一定會在人才管理上有一個大飛躍,并會帶來整個集團發(fā)展的大飛躍。
[Abstract]:Talent is the most important resource for the development of the competitive cultural industry. Zhenjiang Wenguang Group is a large enterprise group engaged in cultural products. As an important member of cultural industry, the development of Zhenjiang Wenguang Group must depend on basic material conditions. For example: science and technology, art level, information, time, management experience, management methods, human and market resources. These resources can be divided into two broad categories: natural resources and social resources, which resources are the most important? In today's era of knowledge economy, of course, knowledge as the core. Knowledge is created, grasped and applied by people. We usually call them talents. They are the most important part of human resources and the most important resources in the development of fierce competition cultural industry. At the same time, talent is also the most scarce resources in the fierce competition of cultural industry. Therefore, how to deal with human resources is the most important problem in the fierce competition of cultural industry in the world. As the ancients said: those who get talent get the world. Zhenjiang Wenguang Group talent status, what are the problems of talent management, how to deal with? This concerns whether Zhenjiang Wenguang Group can develop in the near future and even in a longer period. At present, the present situation of talent in Zhenjiang Wenguang Group is not suitable for its development, and the talent strength is weak. This is because there are still some problems in talent management such as unreasonable talent structure, serious brain drain and improper use of talents. The reflection of these problems is that the modern talent concept of the main body of talent management in Zhenjiang Wenguang Group is not strong and neglects the law of talent growth. It leads to such deep problems as paying too much attention to the attraction of talents but neglecting the protection of talents, paying too much attention to the material needs of talents but neglecting the spiritual needs of talents, paying too much attention to immediate interests and thus neglecting the long-term planning and so on. Different enterprises have different investment in talent management and the establishment of high-performance culture. The new talent-driven culture has different manifestations based on the value, mission, and strategy of the enterprise, but it is difficult to change existing institutions, traditions and past operating practices. For Zhenjiang Wenguang Group, which wants to promote a higher level of talent management, some measures are essential, namely, "leadership vision" and "underlying structure." Through the development, use, protection and encouragement of talent to adopt effective talent management strategy. As long as there is enough confidence, Zhenjiang Wenguang Group will certainly have a great leap in talent management, and will bring a great leap of the development of the whole group.
【學位授予單位】：湖北大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F272.92;G124

【參考文獻】

相關期刊論文 前10條

1 杜廣中;;福建省文化產(chǎn)業(yè)人才的開發(fā)研究[J];東南傳播;2008年12期

2 胡美娟;;我國人才市場體系的法制環(huán)境現(xiàn)狀分析[J];科技管理研究;2007年10期

3 李恩平;賈冀;;發(fā)達國家企業(yè)人才管理的幾點啟示[J];理論探索;2011年01期

4 嚴楚玉;;對優(yōu)化人才成長環(huán)境的思考[J];黑龍江科技信息;2012年27期

5 李艷杰;國企人才管理問題與對策[J];技術經(jīng)濟;2003年05期

6 翟冬平;;江蘇鎮(zhèn)江文化產(chǎn)業(yè)發(fā)展現(xiàn)狀及對策研究[J];生產(chǎn)力研究;2011年02期

7 趙暉;賀夢雨;;中國文化產(chǎn)業(yè)發(fā)展現(xiàn)狀與人才開發(fā)對策[J];市場周刊(理論研究);2010年01期

8 秦東曉;;發(fā)達國家人才培養(yǎng)法制環(huán)境概述[J];云南科技管理;2009年02期

9 何克利;王春蘭;邱廣民;;怎樣創(chuàng)造適合廣電人才成長的環(huán)境[J];山東視聽;2002年12期

10 宋寧寧;李義民;;構建文化產(chǎn)業(yè)管理專業(yè)人才培養(yǎng)模式的理論思考[J];湘潮(下半月);2011年06期

，

本文編號：2235938