【摘要】：當(dāng)今世界經(jīng)濟(jì)一體化使企業(yè)間的競(jìng)爭(zhēng)日益白熱化。伴隨著進(jìn)一步深入的改革,提升組織的能力和績(jī)效,已成為企業(yè)最重要的議題之一,尤其對(duì)于藥包材企業(yè)這樣勞動(dòng)密集型企業(yè),管理的科學(xué)性以及可持續(xù)發(fā)展性已經(jīng)受到領(lǐng)導(dǎo)層的密切關(guān)注。作為藥包材企業(yè)的生產(chǎn)部門,擔(dān)負(fù)著公司的所有的生產(chǎn)任務(wù)的落地,而任何一項(xiàng)任務(wù)都要落實(shí)到每一個(gè)具體的車間,生產(chǎn)長(zhǎng)的能力素質(zhì)高低很大程度上影響著車間生產(chǎn)績(jī)效的高低,提升生產(chǎn)長(zhǎng)能力素質(zhì)將對(duì)部門管理提升起到事半功倍的效果。長(zhǎng)期以來,生產(chǎn)長(zhǎng)都是從業(yè)務(wù)技術(shù)骨干中選拔,進(jìn)行人才測(cè)量與甄選的方法主要是智力和成就兩方面的測(cè)試;而沒有一套行之有效的甄選、培養(yǎng)、評(píng)價(jià)和激勵(lì)的管理體系�；诖�,引發(fā)了構(gòu)建技術(shù)班組長(zhǎng)勝任力模型想法。勝任力模型(Competency model)是現(xiàn)代企業(yè)人力資源管理的基礎(chǔ)。從組織戰(zhàn)略發(fā)展的需要出發(fā),強(qiáng)化競(jìng)爭(zhēng)力、提高實(shí)際業(yè)績(jī)?yōu)槟繕?biāo)的一種獨(dú)特的人力資源管理的思維方式、工作方法、操作流程。著名的心理學(xué)家、美國(guó)哈佛大學(xué)教授大衛(wèi).麥克里蘭(David Mc Clelland)教授是國(guó)際上公認(rèn)的勝任力模型方法的創(chuàng)始人。本研究應(yīng)用國(guó)內(nèi)外相對(duì)成熟的勝任力模型相關(guān)理論,通過七大步驟構(gòu)建并完善了生產(chǎn)長(zhǎng)勝任力模型:一、分析來自集團(tuán)、公司和部門的需求;二、抓住部門核心業(yè)務(wù)流程進(jìn)行工作分析;三、建立過渡模型框架;四、從專業(yè)和非專業(yè)性方面對(duì)模型要素進(jìn)行細(xì)化;五、通過焦點(diǎn)訪談完善模型要素;六、運(yùn)用BEI驗(yàn)證模型要素;七、完善勝任力模型要素并確定分組編碼。本研究主要成果為:一、建立了生產(chǎn)長(zhǎng)勝任力素質(zhì)模型(能力素質(zhì)辭典),明確了生產(chǎn)長(zhǎng)的能力要求,為生產(chǎn)長(zhǎng)培養(yǎng)提供了依據(jù);二、對(duì)現(xiàn)任生產(chǎn)長(zhǎng)進(jìn)行了能力測(cè)評(píng),幫助他們發(fā)現(xiàn)自身能力短板,明確了改進(jìn)的計(jì)劃;三、建立了生產(chǎn)長(zhǎng)培養(yǎng)激勵(lì)的長(zhǎng)效機(jī)制與具體的操作方法。本研究在初步構(gòu)建的模型的基礎(chǔ)上,進(jìn)一步運(yùn)用360度測(cè)評(píng)的方法來模型,以確�？尚判院陀行�。經(jīng)過問卷調(diào)查、數(shù)據(jù)收集和研究分析等工具,驗(yàn)證了模型具有較高的信度和效度。本研究應(yīng)用構(gòu)建的勝任力模型對(duì)現(xiàn)任生產(chǎn)長(zhǎng)進(jìn)行了能力素質(zhì)測(cè)評(píng),找出各自短板,個(gè)別輔導(dǎo),制定提升計(jì)劃。同時(shí),在公司內(nèi)部公布生產(chǎn)長(zhǎng)勝任力模型(能力素質(zhì)辭典),建立生產(chǎn)長(zhǎng)培訓(xùn)認(rèn)證體系,最終建立生產(chǎn)長(zhǎng)的培養(yǎng)、選拔、使用、評(píng)價(jià)的管理體系。使作為現(xiàn)代人力資源管理主流思想的勝任力模型,應(yīng)用于藥包材企業(yè)生產(chǎn)一線,實(shí)現(xiàn)人力資源管理的科學(xué)化,促進(jìn)部門和企業(yè)在知識(shí)經(jīng)濟(jì)時(shí)代、資源約束下獲得競(jìng)爭(zhēng)優(yōu)勢(shì),實(shí)現(xiàn)可持續(xù)發(fā)展。
[Abstract]:Nowadays, the world economic integration makes the competition between enterprises become more and more intense. Along with further in-depth reform, improving the ability and performance of the organization has become one of the most important issues for enterprises, especially for labor-intensive enterprises such as pharmaceutical packaging enterprises. The scientific nature of management and the sustainability of development have received close attention from the leadership. As the production department of the pharmaceutical packaging enterprise, it is responsible for the landing of all the production tasks of the company, and any one task should be implemented in each specific workshop. The quality of long production ability greatly affects the production performance of workshop. Improving the quality of long production ability will improve the management of the department with twice the result with half the effort. For a long time, production leaders are selected from the backbone of business technology. The methods of talent measurement and selection are mainly the tests of intelligence and achievement, but there is no effective management system for selection, training, evaluation and encouragement. Based on this, the idea of constructing the competency model of technical team leader is initiated. Competency model (Competency model) is the foundation of modern enterprise human resource management. Based on the needs of the development of organizational strategy, this paper presents a unique mode of thinking, working methods and operation flow of human resource management, which aims at strengthening competitiveness and improving actual performance. David, a famous psychologist and professor at Harvard University in the United States. Professor (David Mc Clelland) McClellan is the internationally recognized founder of competency model methods. Based on the relative mature theory of competency model at home and abroad, this study constructs and consummates the long term competency model through seven steps: first, analyzing the needs of groups, companies and departments; second, Grasp the department core business process for work analysis; third, establish a transition model framework; fourth, from the professional and non-professional aspects of the model elements refinement; five, through focus interviews to improve the model elements; sixthly, use BEI to verify the model elements; Improve competency model elements and determine block coding. The main results of this study are as follows: first, a production long competency model (competence dictionary) has been established, the ability requirements of production length have been clarified, and the basis for production long cultivation has been provided; second, the ability of the current production leader has been evaluated. It helps them to find their own short board of ability and make clear the plan of improvement. Thirdly, the long-effect mechanism and the concrete operation method of the long term production training incentive are established. On the basis of the preliminary model, 360 degree evaluation method is used to ensure the credibility and effectiveness of the model. The reliability and validity of the model are verified by questionnaire, data collection and analysis. In this study, the competency model was used to evaluate the competence of the current production leaders, to find out their weaknesses, to make individual counseling and to formulate the promotion plan. At the same time, the production long competence model (competence dictionary) is published in the company, and the production long training certification system is established. Finally, the management system of training, selecting, using and evaluating the production leader is established. The competency model, which is the mainstream thought of modern human resource management, is applied to the production line of pharmaceutical packaging enterprise, to realize the scientific management of human resource, and to promote the departments and enterprises to obtain the competitive advantage under the restriction of resources in the era of knowledge economy. Achieving sustainable development.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F272.92;F426.46

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