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论文编号：	14915
作者编号：	2320223843
上传时间：	2024/12/6 13:21:07
中文题目：	K油田服务公司物探板块劳务派遣人员管理问题与优化研究
英文题目：	Research on the Management and Optimization of Geophysical Division Labor Dispatch in K Oilfield Service Company
指导老师：	刘俊振
中文关键字：	油田服务；物探板块；劳务派遣；管理优化
英文关键字：	oilfield services; geophysical division; labor dispatch; management optimization
中文摘要：	随着我国经济的发展，企业的用工制度也呈现出多样性，其中劳务派遣深受各个企业的追捧。20世纪70年代，美国最早开始出现劳务派遣这种用工形式。在我国，劳务派遣始于1979年，随着我国的改革开放的脚步不断加快，大量外资涌入，劳务派遣这种新型的用工形式也逐渐流行起来。20世纪90年代，国有企业出现了下岗潮，为了便于安置下岗职工，劳务派遣也越来越受到国有企业的青睐，随之而来的以劳动力输出的人力资源企业也如雨后春笋般涌现出来。进入21世纪之后，劳务派遣用工制度更加成熟，也逐渐成为企业人力资源管理的重要手段。然而，随着劳务派遣用工的不断深入，企业慢慢发现，劳务派遣其实是一把双刃剑，在享受其带来红利的同时，在用工过程中也出现了一系列问题，如企业的文化建设，团队的凝聚力、生产效率等都会受到不同程度的影响，尤其是在国有企业，此情况较为明显。 就K油田服务公司（简称K公司）而言，由于业务的不断拓展，一线用工需求量逐渐增加，为降低用工成本，增加公司用工方式的灵活性，K公司使用了大量的劳务派遣员工。在公司的日常生产管理中，虽然享受到了派遣员工带来的便利与红利，但也存在部分问题。 本文详细回顾了劳务派遣、油田服务等相关概念，系统梳理了外包、激励、人员管理等相关理论，如资源外取理论、马斯洛需求层次理论、双因素理论等，并通过员工访谈、问卷调查等方式，深入分析了K公司派遣员工的管理方面存在的问题，主要包括人员流失率较高、员工能动性较差、职业发展存在瓶颈、满意度和归属感较低等4方面问题。针对上述问题，围绕公司政策与制度层面、工作环境与条件层面、个人发展层面、团队文化与沟通机制层面进行了原因剖析，并充分结合K公司实际，从薪酬福利、晋升、培训与发展、改善工作环境、营造团队文化、畅通沟通机制等方面提出了改进及优化方案，同时辅以相应的保障措施，确保方案能够落地见效，以期通过改进方案真正提升K公司对派遣员工的管理水平，全方位提升公司的治理水平，进而提升公司的生产效率，同时供其他同类型公司参考借鉴。
英文摘要：	With the development of China's economy, the employment system of enterprises has also shown diversity, among which labor dispatch is highly sought after by various enterprises. In the 1970s, the United States was the first to see the emergence of labor dispatch as a form of employment. In China, labor dispatch began in 1979. With the acceleration of China's reform and opening up, a large amount of foreign investment has poured in, and this new form of employment, labor dispatch, has gradually become popular. In the 1990s, there was a wave of layoffs in state-owned enterprises. In order to facilitate the placement of laid-off workers, labor dispatch became increasingly popular among state-owned enterprises. As a result, human resources enterprises that export labor also emerged like mushrooms after rain. After entering the 21st century, the labor dispatch employment system has become more mature and has gradually become an important means of enterprise human resource management. However, with the continuous deepening of labor dispatch employment, enterprises have gradually realized that labor dispatch is actually a double-edged sword. While enjoying its benefits, a series of problems have also emerged in the employment process, such as cultural construction, team cohesion, production efficiency, etc., which will be affected to varying degrees, especially in state-owned enterprises, this situation is more obvious. As for K Oilfield Service Company (referred to as K Company), due to the continuous expansion of its business, the demand for frontline labor is gradually increasing. In order to reduce labor costs and increase the flexibility of the company's employment methods, K Company has used a large number of dispatched workers. In the daily production management of the company, although enjoying the convenience and benefits brought by dispatched employees, there are also some problems. This thesis provides a detailed review of relevant concepts such as labor dispatch and oilfield services. It systematically sorts out outsourcing, incentives, personnel management, and other related theories, such as resource sourcing theory, Maslow hierarchy of needs theory, and two factor theory. Through employee interviews, questionnaire surveys, and other methods, it deeply analyzes the management problems of K Company's dispatched employees, mainly including high personnel turnover rate, poor employee initiative, career development bottlenecks, and low satisfaction and sense of belonging. In response to the above issues, a root cause analysis was conducted on the company's policies and systems, work environment and conditions, personal development, team culture and communication mechanisms. Taking into full consideration the actual situation of K Company, improvement and optimization plans were proposed from the aspects of salary and benefits, promotion, training and development, improving the work environment, creating team culture, and smooth communication mechanisms. At the same time, corresponding safeguard measures were taken to ensure that the plans could be implemented and effective. The aim was to truly enhance K Company's management level of dispatched employees, comprehensively improve the company's governance level, and thereby enhance the company's production efficiency. This plan was also provided as a reference for other similar companies.
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