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论文编号：	12907
作者编号：	2320170490
上传时间：	2021/12/13 21:05:49
中文题目：	M公司天津工厂蓝领用工管理问题及改善研究
英文题目：	Research on Blue-Collar Employment Management Problem and Improvement of M Company Tianjin Manufactory
指导老师：	刘俊振
中文关键字：	蓝领员工；用工问题；蓝领用工改善；制造业
英文关键字：	Blue Collar；Employee management；Management Improvement； Manufacturing
中文摘要：	目前，我国的制造业正在升级转型，来实现制造业强国的发展战略，而劳动力资源是转型顺利进行的重要资源之一。随着近年来我国劳动力成本的迅速攀升，很多公司将产品的生产环节转移到越南、印度、泰国、缅甸等东南亚国家，我国的劳动力成本优势逐渐消失。在制造型工厂中，蓝领员工是劳动力资源重要的组成部分，是各大制造工厂的重点关注对象，而蓝领员工的用工管理问题也是企业重点关注的问题之一。公司的生产经营过程离不开蓝领员工，产品质量、经营业绩与蓝领员工有着息息相关的联系。 随着出生率的下降和老龄化加快，我国的人口结构发生变化，人口红利逐渐消失。我国经济飞速发展带来各种新兴行业如雨后春笋般的出现，随着外卖、网约车司机、网络平台主播、美甲师、健身房教练、月嫂等岗位的兴起，为新生代90后、00后蓝领员工提供了更加便捷、多样化的择业机会。在新生代出生率下降导致的适龄劳动力人口的降低以及新兴行业的工作机会的兴起，我国制造型业面临的用工荒问题越来越严峻。曾经有采访报道，以前是企业挑选蓝领员工，而如今蓝领员工在劳动力市场上成为了稀缺资源，是蓝领员工挑选企业，尤其是拥有高技能的蓝领人员更是市场上各大企业争抢对象。在这样的挑战和背景下，如何有效的吸引、招聘、激励和保留核心的蓝领员工成为很多制造型企业成功的关键因素。 对此，本文以M公司天津工厂蓝领员工为研究对象，通过运用理论研究和案例相结合的形式进行论述，对M公司天津工厂的蓝领用工管理情况进行深入研究。针对M公司天津工厂在蓝领员工招聘、培养、激励、保留等几个方面进行分析，根据M公司天津工厂蓝领用工所存在的问题与M公司天津工厂的实际情况相结合提出改善建议。通过不断优化M公司天津工厂蓝领员工招聘与配置、改善员工培训和职业发展机会，优化绩效和薪酬福利体系等来解决蓝领员工的用工管理问题，同时根据M公司天津工厂的内部与外部的资源来合理有效的解决蓝领员工的用工管理问题，希望对面临类似问题的制造型企业有借鉴意义。
英文摘要：	At the current stage, manufacturing industry in China is under upgrading to achieve the strategy of becomes manufacturing powerhouse, and the labor resources are one of the most important resources during the process. With the rapid increase of labor cost in recent years, many companies moved their production lines to Vietnam, India, Thailand, Myanmar and other countries in southeast of Asia. The advantage of our labor cost is gradually disappearing. In manufacturing factories, blue-collar is an important part of labor resources, and many manufacturing factories are more focus on blue-collar. The employment management of blue-collar workers is one of the key problems in manufacturing. The production operation couldn’t move smoothly without blue-collar, and have direct connection with product quality as well as company performance. Together with the decline of birth rate and aging population, our country’s demographic structure has changed and demographic dividend is fading away. With the economic development, there are many emerging industries, like take-away food, ride-hailing drivers, online platform anchors, manicurists, gym coaches etc., which provide a convenient and diversity opportunity for people to choose a career. Under the situation of both birth rate decline and emerging industries, the labor shortage problem becomes more and more serious. It has been reported in an interview that company used to choose blue-collars in the labor market in the past, but now, it was blue-collars choose the company since the blue-collars becomes the critical human resource. How to attract, recruit, motivate and retain the key blue-collars becomes the success factor for many manufacturing factories. In this regard, this thesis takes blue-collar employees of M Company Tianjin factory as the research object, discusses the blue-collar employment management of M Company Tianjin factory through the combination of theoretical research and case studies. This thesis analyzes the recruitment, training, motivation and retention of blue-collar employees in Tianjin factory of M Company, and puts forward suggestions for improvement
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