發(fā)布時(shí)間：2018-06-20 23:58

  本文選題：國(guó)有電力企業(yè) + 職業(yè)發(fā)展管理體系��； 參考：《首都經(jīng)濟(jì)貿(mào)易大學(xué)》2015年碩士論文

【摘要】：現(xiàn)代社會(huì)中各個(gè)企業(yè)之間的競(jìng)爭(zhēng),歸根結(jié)底仍然是人才的競(jìng)爭(zhēng),對(duì)于國(guó)有電力企業(yè)也不例外。自2002年電力體制改革開(kāi)始,國(guó)有電力企業(yè)的發(fā)展和管理迎來(lái)了新的挑戰(zhàn),原有的“管理層級(jí)多、業(yè)務(wù)鏈條長(zhǎng)、核心資源配置率低”等問(wèn)題亟需得到解決。近年來(lái),國(guó)有電力企業(yè)已經(jīng)對(duì)管理層級(jí)進(jìn)行了縮減,業(yè)務(wù)鏈條也適當(dāng)?shù)乜s短。由此,帶來(lái)的挑戰(zhàn)就是員工的職業(yè)發(fā)展通道變得模糊,再加上相關(guān)管理機(jī)制上沒(méi)有及時(shí)進(jìn)行完善,使不穩(wěn)定因素增加,影響員工忠誠(chéng)度和工作積極性。本文從組織角度,結(jié)合相關(guān)理論,借鑒國(guó)內(nèi)外優(yōu)秀企業(yè)在員工職業(yè)發(fā)展管理方面的優(yōu)秀經(jīng)驗(yàn),采用多種質(zhì)性研究方法,包括多案例研究法、個(gè)案研究法、焦點(diǎn)團(tuán)體訪談法等,詳細(xì)分析了國(guó)有電力企業(yè)在目前狀況下,員工職業(yè)發(fā)展管理體系上可能存在的問(wèn)題,如人才隊(duì)伍素質(zhì)和結(jié)構(gòu)欠佳、職業(yè)發(fā)展通道狹窄、轉(zhuǎn)換臺(tái)階設(shè)置不明確、組織牽引不足以及其他相關(guān)管理機(jī)制上存在的問(wèn)題等.并從技術(shù)和管理兩個(gè)層面提出可行性建議,以期對(duì)國(guó)有電力企業(yè)的員工職業(yè)發(fā)展管理提供參考:在職業(yè)發(fā)展通道設(shè)計(jì)方面,構(gòu)建矩陣式職業(yè)發(fā)展通道,為員工提供發(fā)展地圖;在管理機(jī)制方面,從選拔、培訓(xùn)、考核和薪酬四個(gè)機(jī)制著手,為員工職業(yè)發(fā)展管理體系保駕護(hù)航。
[Abstract]:In modern society, the competition among enterprises is still the competition of talents, and it is no exception for state-owned power enterprises. Since the reform of electric power system in 2002, the development and management of state-owned electric power enterprises have met new challenges. The original problems such as "multi-level management, long business chain and low allocation rate of core resources" need to be solved. In recent years, state-owned power enterprises have reduced management levels and business chains. As a result, the challenge is that the career development channels of employees become blurred, coupled with the related management mechanism has not been improved in time, so that instability factors increased, affecting staff loyalty and work enthusiasm. From the perspective of organization, combined with relevant theories, this paper uses a variety of qualitative research methods, including multi-case study, focus group interview and so on, to learn from the excellent experience of domestic and foreign excellent enterprises in the management of their employees' career development, and to adopt a variety of qualitative research methods. This paper analyzes in detail the problems that may exist in the management system of the staff's career development in the state-owned electric power enterprises at present, such as the poor quality and structure of the talent team, the narrow career development channel, the unclear setting of the transition steps, Lack of organization traction and other related management mechanism problems. And put forward feasible suggestions from two aspects of technology and management, in order to provide reference to the management of employee's career development in state-owned electric power enterprise: in the aspect of career development channel design, construct matrix career development channel, provide development map for employee; In the aspect of management mechanism, starting from the four mechanisms of selection, training, assessment and compensation, the management system of employee's career development is protected.
【學(xué)位授予單位】：首都經(jīng)濟(jì)貿(mào)易大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類(lèi)號(hào)】：F272.92;F426.61

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本文編號(hào)：2046216