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论文编号：	12199
作者编号：	2320180728
上传时间：	2020/12/14 23:14:45
中文题目：	美兰机场员工职业发展管理问题及优化研究
英文题目：	Research on Management Issues and Optimization of Professional Development of Meilan Airport Staff
指导老师：	王健友副教授
中文关键字：	美兰机场;职业通道优化;职业发展管理;任职资格
英文关键字：	Meilan Airport;Career Channel Optimization;Career Development Management;Qualifications
中文摘要：	员工职业发展管理是企业人力资源管理的一个重要内容，对于企业核心能力建设和进一步扩大发展起着举足轻重的重要作用，优良的职业发展通道对企业的发展尤为重要，这直接关乎企业是否能够培养企业自身和谐的组织与文化环境，是否能够实现企业与员工共赢的问题。虽然大部分现代企业已经搭建起比较完备的人力资源管理体系，但在员工职业发展管理方面，部分企业仍然有着或多或少的问题，如何建立适合企业实际需要的员工职业发展通道、拓宽员工职业发展宽度、延伸员工职业发展长度，已经变成现代企业务必需要管理好的课题。 此外，《民航体制改革方案》正式颁布后，作为民航系统重要一环的机场，管理体制也随之发生变革，中国民航局不断向各地机场下放政策和权限，部分机场企业属性也发生改变，各机场企业对于航权、航线、航时、客流以及战略要地的角逐也越来越剧烈，机场公司的管理权控制和重新组合也越来越多。透过现象看本质，这些竞争背后其实是人才方面的竞争。因此，建立适应现代企业的职业发展管理策略，更加关注员工的职业发展，确保企业能够吸引和留住优秀的人才，对于机场行业中的企业发展具有重要意义。 本文以美兰机场员工职业发展管理为研究对象，立足点为员工职业通道优化，阐述美兰机场员工职业发展现状并总结机场在员工职业发展管理上存在的主要问题，依据职业生涯管理方面的相关理论，采用现场调查、文献资料研究、案例分析等方法，对美兰机场存在的员工职业发展管理方面的问题进行了多角度的探究和分析，找到了问题的成因并提出优化策略。在公司层面，需要构建“管理+专业技术”职业发展双渠道，完善任职资格标准制度及认证流程，建立人才盘点体系，并加强员工职业培训，提升员工工作能力；从员工角度，需要加强员工对职业规划的认识，通过管理手段督促员工自主不断的学习，积极参与规划自己的职业生涯，提升自我的综合能力与素质。 最后，在美兰机场员工职业发展管理优化策略的指引下，设计美兰机场员工职业发展管理优化工作具体实施方案，一是劳动用工配置优化调整方案，通过开展劳动用工配置优化调整，针对核心业务与非核心业务实施差异化劳动用工配置及成本管控模式，将有限资源集中于核心业务、核心人群，为机场员工职业发展管理打下坚实的基础。二是职业发展专业技术通道评聘流程设计，明确具体评聘实施方案，建立“能上能下”的用人机制，通过每年定期的组织和人才盘点，评估专业技术通道各职位层级配置需求及在职人员胜任情况，给予胜任人员晋升激励、不胜任人员降级使用。三是职业发展管理通道岗位竞聘流程设计，构建管理岗位竞聘工作流程，建立起“能者上、平者让、庸者下”的富有活力的管理岗位选人用人机制，当出现管理岗位空缺时，让有志于走管理通道的员工能够公平公正公开平等的进行竞争，建立组织内部信任。
英文摘要：	Employee career development management is an important part of enterprise human resource management. It plays a pivotal role in the construction of enterprise core capabilities and further expansion. A good career development channel is particularly important to the development of an enterprise, which directly relates to whether an enterprise can cultivate an enterprise. Whether its own harmonious organizational and cultural environment can achieve a win-win situation for the company and its employees. Although most modern companies have established relatively complete human resource management systems, some companies still have more or less problems in career development management. How to establish career development channels that suit the actual needs of the company and broaden the breadth of employee career development 1. Extending the length of employee career development has become a subject that modern enterprises must manage well. In addition, after the "Civil Aviation System Reform Plan" was formally promulgated, the management system of airports, which are an important part of the civil aviation system, has also undergone changes. The Civil Aviation Administration of China has continuously delegated policies and powers to local airports, and the attributes of some airport enterprises have also changed. The competition among airport companies for air traffic rights, routes, flight times, passenger flows, and strategic locations has become increasingly fierce, and airport companies have increasingly controlled and reorganized their management rights. Looking at the essence through the phenomenon, behind these competitions is the competition for talents. Therefore, establishing a career development management strategy that adapts to modern companies, paying more attention to the career development of employees, and ensuring that companies can attract and retain outstanding talents is of great significance to the development of the airport industry. This article takes the employee career development management of Meilan Airport as the research object, based on the optimization of employee career channels, expounds the current situation of employee career development of Meilan Airport and summarizes the main problems existing in the airport’s employee career development management, based on related career management aspects Theory, using on-site investigation, literature research, case analysis and other methods, multi-angle exploration and analysis of the problems of employee career development management in Meilan Airport, found the cause of the problem and proposed optimization strategies. At the company level, it is necessary to build a dual channel of "management + professional technology" career development, improve the qualification standard system and certification process, establish a talent inventory system, and strengthen the vocational training of employees to improve their work ability; The understanding of career planning, through management means to urge employees to continue to learn independently, actively participate in planning their own careers, and improve their comprehensive ability and quality. Finally, under the guidance of Meilan Airport’s employee career development management optimization strategy, a specific implementation plan for optimizing the career development management of Meilan Airport’s employees is designed. The first is the optimization and adjustment plan for labor and employment. Through the optimization and adjustment of labor and employment, the core business is optimized. Implementing differentiated labor allocation and cost control modes with non-core businesses, concentrating limited resources on core businesses and core groups, laying a solid foundation for the career development and management of airport employees. The second is the design of the professional and technical channel evaluation and employment process for career development, clarify the specific evaluation and employment implementation plan, establish a "can be up and down" employment mechanism, and evaluate the configuration requirements and in-service levels of each position in the professional and technical channel through regular organization and talent inventory every year Competency of personnel, incentives for promotion of qualified personnel, and use of demotion for incompetent personnel. The third is the design of career development management channel post competition process design, build a management post competition work process, and establish a dynamic management position selection and employment mechanism of "the capable, the average, and the mediocre". When there is a vacancy in management positions , So that people who are interested in taking management channels can compete fairly, openly and equally, and build trust within the organization.
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