联系我们

论文查询结果	返回搜索

论文编号：	10797
作者编号：	2120163140
上传时间：	2018/12/11 10:12:13
中文题目：	“互联网＋”背景下肯德基（中国） 人才管理问题的研究
英文题目：	Research on talent management in KFC (China) under the background of "Internet +"
指导老师：	崔勋
中文关键字：	肯德基（中国）;人才管理;变革;互联网＋
英文关键字：	KFC (China);Talent Management;Change;Internet+
中文摘要：	“互联网＋“时代的到来对社会整体形成了强烈的冲击，在这场变革中，深处传统行业的肯德基（中国）抓住了变革机遇，实现了战略转型。在战略转型的过程中，企业的人才管理也发生了变革。 　　本文基于人力资源理论，资源基础观理论，组织学习理论以及动态能力理论对肯德基（中国）有限公司人才管理现状与问题进行分析，并对“互联网＋”背景下肯德基（中国）人才管理变革以及未来趋势进行了研究。在肯德基（中国）人才管理现状角度研究发现，第一，肯德基（中国）通过差异化的人才吸纳战术，较为成功的吸引了不同求职人群的关注；第二，肯德基（中国）通过投入大量人力与资本构建了完善的培训平台；第三，肯德基（中国）有较为成熟的人才任用体系以及非常科学的人才绩效考评；最后，肯德基（中国）在人员激励中作出了多样化的设计，同时为员工提供了较为宽阔的平台。肯德基（中国）人才管理问题角度，第一，肯德基（中国）招聘体系较为单薄；第二，肯德基（中国）的培训力度相对不足，无法完全紧跟时代脚步。第三，肯德基（中国）人才池机制运用不畅通，出现部分员工岗位能力匹配度较差；第四，肯德基（中国）薪酬激励存在不合理性，晋升速度较慢。“互联网＋”的外生冲击下，肯德基（中国）人才管理的变革显得尤为紧迫。 　　餐饮行业的变革体现在用户消费习惯改变、餐饮产业链革新、行业垂直细分领域精细化以及用户服务与体验提升。对肯德基（中国）产生的冲击体现在外部竞争压力增大、与外部平台多点融合、企业创新动态升级以及客户服务多元化发展。因此肯德基（中国）的人才战略发生了变革，包括招聘方面注重互联网与复合型高端人才、培训方面注重动态迭代与互联网结合、任用方面打通人才池实现精准调用人才以及保留方面调整薪资架构与晋升渠道。 　　通过对肯德基（中国）人才管理与变革进行分析，本文最终得出肯德基（中国）未来变革趋势，研究结论如下：人才吸收角度需重构人才选择战略，重视业务执行力导向人才、加大对复合型人才的吸收以及建立线上线下多层次融合的人才招聘机制；人才培养角度需构建差异化人才培养架构，包括加强管理层复合能力培养、依据市场需求调整全员培养；人才任用角度需要建立可续性人才池，包括关注人才核心能力与定位以及任用决策的适当调整；人才保留方面需打造员工凝聚力硬核与加速拓宽职业发展路径。
英文摘要：	The arrival of the "Internet +" era has had a strong impact on traditional industries. In this transformation, KFC (China) in the traditional industry has seized the opportunity of change and achieved strategic transformation. In the process of strategic transformation, the talent management and changes of the company have changed. 　　Based on human resource theory, resource-based view theory, organizational learning theory and dynamic capability theory, this paper analyzes the current situation and problems of talent management in KFC (China) Co., Ltd. and studies the changes and future trends of talent management in KFC (China) under the background of "Internet +". From the perspective of the present situation of KFC (China) talent management, it is found that, firstly, KFC (China) has successfully attracted the attention of different job-seekers through different talent absorption tactics; secondly, KFC (China) has constructed a perfect training platform by investing a lot of manpower and capital; thirdly, KFC (China) has constructed a perfect training platform by investing a lot of manpower and capital. KFC (China) has a more mature talent appointment system and a very scientific talent performance evaluation; finally, KFC (China) has made a variety of designs in staff incentives, while providing a broader platform for employees. KFC (China) talent management perspective, first, KFC (China) recruitment system is relatively weak; second, KFC (China) training is relatively inadequate, can not fully keep pace with the times. Thirdly, the KFC (China) talent pool mechanism is not used smoothly, resulting in poor post ability matching of some employees; fourthly, there is unreasonable compensation incentive in KFC (China) and slow promotion. Under the exogenous impact of "Internet +", the reform of KFC (China) talent management is particularly urgent. 　　The changes in the catering industry are reflected in the changes in consumer habits, the innovation of the catering industry chain, the refinement of the vertical segmentation of the industry, and the upgrading of customer service and experience. The impact on KFC (China) is reflected in the increasing pressure of external competition, multi-point integration with external platforms, dynamic upgrading of enterprise innovation and diversified development of customer service. Therefore, KFC's talent strategy has undergone changes, including the recruitment of high-end talents focused on the Internet and complex, training focused on dynamic iteration and Internet integration, employment through the pool of talent to achieve accurate transfer of talent and retain aspects of the adjustment of salary structure and promotion channels. 　　Through the analysis of KFC (China) talent management and change, this paper finally draws the KFC (China) future trend of change, the research conclusion is as follows: talent absorption perspective needs to reconstruct talent selection strategy, attach importance to business execution-oriented talent, increase the absorption of complex talent and establish online and offline multi-level. The integration of talent recruitment mechanism; talent training perspective needs to build a differentiated talent training framework, including strengthening the management of the compound ability training, adjusting the whole staff training according to market demand; talent appointment perspective needs to establish a sustainable talent pool, including attention to the core competence and positioning of talent and appropriate adjustment of appointment decision-making; It is necessary to maintain the hard core of staff cohesion and accelerate the expansion of career development path.
查看全文：	预览  下载(下载需要进行登录)