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论文编号：	1667
作者编号：	2120072134
上传时间：	2009/12/11 13:00:47
中文题目：	A公司职业生涯中期核心员工能力提升体系构建研究
英文题目：	The research of system building of capacity upgrade of key mid-career staff
指导老师：	王健友
中文关键字：	职业生涯 职业高原 能力提升 核心员工
英文关键字：	Career Career plateau Capacity upgrade Key employee
中文摘要：	随着中国与全球经济的不断融合，中国已经成为了世界新的制造中心。世界跨国公司纷纷在中国投资建厂，A公司便是其中的一个。十几年的历程，A公司已经在中国具有了较为稳固的市场份额，但是由于过分追求产量而忽视的管理问题也逐渐显露了出来，尤其是对于职业生涯中期员工的能力提升问题。 作为门类五金产品的领军企业，凭借的良好的声誉和稳定的福利待遇，A公司拥有大量了忠诚度高、归属感强的员工，他们中的大部分见证了公司从成立到发展的过程，还有一部分员工虽然服务时间不长，但也都拥有着丰富的工作经验和人生阅历。这些员工是A公司能够获得稳定发展的重要财富。但是随着这些员工的成长，他们已经不同程度的步入了职业生涯中期阶段，他们也开始遭遇了危机。 如何解决这一问题，正是本文所要论述的重点。 首先从理论方面进行阐述，主要对职业生涯理论和培训管理的相关理论进行了回顾和总结分析，为案例的分析和解决方案的构建奠定了理论基础。 A公司的案例分析中，首先对于企业的整体人员结构和特点进行了总体的汇总，初步确认这部分职业生涯中期员工的特点和问题所在。然后将这些员工按岗位进行细化分类，结合每一个岗位的特点和员工自身的特点来进行问题点的分析，并寻求对应的解决方案，从而产生了具有不同针对性的能力提升方向。最终建立了职业生涯中期核心员工的能力提升体系，即以评价体系为前提，以路径设计为方向，以能力提升的培训为主要方法的体系构建。同时，需要以有效的激励手段和制度保障来支持整个体系的顺利运行。 在体系的构建中，培训居于极为重要的位置。这一点是将理论与A公司的实际情况相结合而得来的。首先从理论方面，培训是着眼于使员工的各方面能力更好地适应目前和未来企业岗位要求，这也是员工能力提升的有效方法和途径。从A公司的实际情况来分析，A公司尚没有完善的培训体系，在这一点上，有发展需求的员工已经表现出了对自己的不自信和对企业的抱怨。同时，培训会在保留员工、激励员工和提高归属感方面，起到非常直接而有效的作用。 整个体系的构建将为A公司目前的困境提供有力的解决方法，同时也会为A公司未来的市场竞争奠定稳固的人力资源基础。
英文摘要：	With Chinese continued integration with the global economy, China has become the world's new manufacturing center. Multinationals in the world have set up factories to invest in China, Company A is one of them. 10 years of history, company A has a quite stable market share in China, but due to excessive production of the neglect standards, the management issues have been revealed out, especially for the capacity upgrade issue of staff in middle professional career. As a leader in metal products, with a good reputation and stable benefits, company A has a lot of staff with loyalty, and strong sense of belonging. Most of them witnessed the process from inception to the development of company A, as well as part of the employees of service time is not long, but also have rich work and life experience. These staff is the important asset of company A for getting the steady development. But with the growth, these staff has come into the mid-career stage, and they also began to experience the crisis. In the case analysis of company A, an enterprise's overall personnel structure and characteristics had been summaried, and the features and problem of the mid-career employees was preliminary confirmed. And then to refine them according to position and the problem pot was analysed and the solution was looked for by combining with the features of each post and the staff themselves, so that different orientation and of targeted capacity upgrade was set up. The eventual capacity upgrade system of the key staff in middle career was established, that is, just evaluateing system as a prerequisite, the path designing as direction and capacity upgrade training as the main method. Meanwhile, the entire system running smoothly needs an effective system of incentives and policy guarantees to support. In the system building, the training was in an extremely important position. This is come from the combination of the theory ande the actual situation of the company A. First, from theory, training is focused on various aspects of the ability to make employees better adapt to current and future business requirements of the job, this is also an effective method and means to enhance staff capacity. By analyzing the actual situation of the company A, it hadn’t got perfect training system, and there are the staff with development needs have demonstrated thei unconfidence and compliances to this poin. At the same time, the training will play a very direct and effective role to retain employees, motivate staff and improve the sense of belonging. Building of the entire system will provide effective solutions for company A's current predicament, and also could lay a solid human resource base for the the competition in the market in the future.
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