某建设工程有限公司员工职业发展管理研究论文(36页)

abstract

Huatai Construction Engineering Co., Ltd. is experiencing the era of internal and external conditions for the development of upheaval, the adaptation of the background is more complex, more difficult task; change the depth of the social conditions of Huatai business management and control have formed an indelible imprint, and mobile network fast fierce development of commercial operation of Huatai Construction Engineering Co., Ltd. to form a huge impact, increasingly fierce competition in the market has also accelerated the Huatai restructuring or reform, internal management and control of conflict and hidden risks for Huatai Construction Co., Ltd. employee career development management provided the more stringent requirements.

The premise of analytical Huatai present situation, the reference of domestic and international career development new trend and advanced argument, Huatai with total and effect, structure and natural resources companies need and conflict between human development and business activities, in-depth analysis of the staff career development management in, shows the necessity of Huatai Construction Engineering Co., Ltd. staff development control research and promote the urgency of the enterprise staff development system.

The staff career development management research as a precondition, objective of the study is the, Huatai Construction Engineering Co., Ltd. staff development and control of the work plans and construct high feasibility, can you recommend a good, creative staff development control system. Finally, cultivate structure reasonably made, high quality, the very flexibility of talent team, and let this part of the professionals for the enterprise to develop the positive effect; second, trying to provide corresponding evidence for enterprise staff development practice in management and control, make necessary efforts to enhance the centripetal force of the enterprise and innovation ability.

No matter is committed to the field to which the company, in order to achieve the strategic objectives of the company should pay attention to the cultivation of the internal expertise, let specialist training in the hierarchy, to ensure that the professionals are able to create value for the company. In recent years, the market competition is becoming increasingly complex, Huatai Construction Engineering

Company Limited was a combination of strategy system, professional team building, corporate culture, business activities and other aspects of the progress and improvement of enterprises also completed by optimization and compensation allocation control mode, however, how to build a can improve the organization efficiency, work enthusiasm and lead the staff human resources management environment, how to reflect the value of the company in today's society, science and technology change rapidly, how human resources will be converted into the company's competitive advantage of chips, and ensure the company in the field of the value chain, is an important topic in the next period of time Huatai Construction Engineering Co. facing the company, one of the company's obligations is huatai. And realize the vision, should pay attention to the development and management of staff, the establishment of staff development system.

Key words: Huatai; company staff; career development management; research

目录

1.导言 ............................................................................................................. 11

1.1选题背景 ............................................................................................. 11 1.2研究意义 ............................................................................................. 11

1.2.1学术价值.................................................................................... 11 1.2.2实践意义.................................................................................... 11 1.3研究思路 ............................................................................................. 12 1.4研究方法 ............................................................................................. 12 2.文献综述与相关理论基础 ............................................................................... 14

2.1概念界定 ............................................................................................. 14 2.2理论基础 ............................................................................................. 16

2.2.1企业员工管理理论 ...................................................................... 16 2.2.2职业发展规划理论 ...................................................................... 16 2.3国内外研究现状 .................................................................................... 16

2.3.1国外研究述评 ............................................................................. 16 2.3.2国内研究述评 ............................................................................. 18

3. 华泰公司员工职业发展问题及原因分析 .......................................................... 20

3.1公司概况 ............................................................................................. 20 3.2华泰公司员工职业发展存在的问题 ......................................................... 20

3.2.1 人才队伍素质不高，岗位设置人职不匹配 ..................................... 20 3.2.2 职业发展通道狭窄，反馈评估机制欠佳 ........................................ 21 3.2.3 管理制度缺乏规划，培训机制缺乏针对性 ..................................... 22

3.2.4薪酬福利政策缺乏竞争力，员工流动率较高 .................................. 23 3.3存在问题的原因分析 ............................................................................. 24

3.3.1 员工自身方面的影响 ............................................................... 24 3.3.2 管理体制方面的影响 .................................................................. 25 3.3.3 企业文化方面的影响 .................................................................. 25 3.3.3 外部环境方面的影响 .................................................................. 25

4. 华泰公司员工职业发展管理策略 .................................................................... 27

4.1总体思路 ............................................................................................. 27 4.2基本原则 ............................................................................................. 27 4.3华泰公司员工职业发展管理对策 ............................................................. 28

4.3.1树立＂以人为本＂管理理念

................................................... 28

......................................... 28

4.3.2建立基于职业发展的绩效评估机制4.3.3建设畅通的信息沟通机制

...................................................... 28

4.3.4实施员工职业发展动态管理机制................................................ 29 4.3.4拓宽员工职业发展通道 ................................................................ 30

5. 结论与展望 ................................................................................................. 32

5.1结论 .................................................................................................... 32 5.2本文的创新点 ....................................................................................... 32 5.3 研究不足 ............................................................................................. 32 参考文献 .......................................................................................................... 33 致谢 ................................................................................................................ 36

1 Introduction 4