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论文编号：	3654
作者编号：	2120092547
上传时间：	2011/11/16 0:02:08
中文题目：	天津一汽丰田基于能力要素的培训体系构建研究
英文题目：	The Competency-based training system construction research for TFTM
指导老师：	李新建
中文关键字：	能力素质模型 培训体系 天津一汽丰田
英文关键字：	Competency Model，Training Syetem，TFTM
中文摘要：	摘 要二十一世纪，知识经济这个名词逐渐被人类所熟知，在人类社会整体迈进知识经济时代的同时，企业的竞争焦点也从传统的资金和技术方面的竞争，逐渐扩展到建立在人力资本基础之上的知识及创新能力的竞争；与此同时，随着经济的全球化发展、市场变化速度也越来越快，各个企业所面临的挑战越来越严峻，企业要想在竞争激烈的市场中站稳脚跟，只有让企业自身具备了持续学习的能力，并且能紧紧跟随世界先进技术和管理思想的步伐。于是，人力资源应该多增加投资在知识领域，强化对员工的教育培训、提升员工的素质，使人力资本达到持续地增值，才能实现企业战略规划、持续提升企业业绩。而在知识领域的投资必须从企业发展战略出发，不仅要考虑员工作为个体的个人发展目标，也应考虑企业的发展战略目标，并将二者结合起来，才能建立一个行之有效的战略性培训体系，既能满足员工自我发展的需要，把员工工作的积极性和热情调动起来，增强企业的凝聚力，又能以最大限度地充分发挥培训对企业的积极作用。本文选取了天津一汽丰田这样一个中日合资的制造型企业，建厂仅十年时间但却经历了从几百名员工到上万名员工的快速发展历程，虽然依托了一汽集团和日本丰田公司两大母公司的丰富资源，但如何结合天津一汽丰田企业自身情况及员工能力素质，进行有效地人力资源管理，是公司亟待解决的问题。本次课题的选定及研究正是基于这样的背景，在现有培训管理的基础上进行了基于能力要素的员工培训体系构建研究，论文共分为以下六章内容：第一章介绍了天津一汽丰田的发展历程、公司战略及核心竞争力，笔者通过现场观察、员工访谈、问卷调查及资料收集等方法获得了大量关于该公司培训体系的相关信息，从而明确了该公司的培训管理现状，并分析归纳出该公司在培训管理中存在的问题并提出了基于能力要素的战略性培训体系构建研究这一课题，随后阐述了本课题研究的思路、内容、方法及现实意义。第二章回顾了人力资源管理中培训模块及胜任素质模型的理论知识，论述了能力素质模型的起源、概念、特征和作用，并简要说明了能力素质模型在人力资源整体框架中的应用。从制造型及合资公司内外部环境的分析，从战略的角度分析了公司培训体系建立的重要性及目标，并简单介绍了天津一汽丰田各职层别员工能力要素的制定过程。第三章介绍了天津一汽丰田结合能力要素体系制定战略性培训体系的过程，包括：培训目标确定、需求分析、计划制定、讲师培养、培训组织实施及效果评估。能力要素体系的作用体现在培训管理的整个流程中，通过能力要素体系分析出各职层别员工实际工作能力与理想工作能力之间存在的差距，同时根据重要岗位的能力要素展开有针对性地培训，使培训做到有的放矢。另外，本文给出了培训活动各个环节的流程图，并设计了大量的工作表格，使该培训体系更具有实用性和操作性。第四章通过SWOT方法对培训管理体系完善的必要性进行分析，明确了公司现有培训管理面临的巨大挑战，进行了企业战略性培训体系的建立如何与企业战略有机结合，如何与人力资源绩效评估、员工职业生涯规划相作用等相关研究，旨在完善企业人力资源整体管理战略。在介绍了各职层别能力要素制定的大背景后，对天津一汽丰田运用能力素质模型，构建适合公司自身情况的培训体系，将胜任素质分为全员核心胜任能力、职能通用胜任能力和岗位专业胜任能力三个方面，并制作了大量培训管理相关的问卷调查，根据调查结果开发课程，形成系统有效的培训体系，并从组织实施、讲师认证、效果评估等各方面实施保障。第五章以天津一汽丰田员工人数最多的技能操作岗为例，详细阐述了公司对技能操作岗员工的职业生涯规划，各职层别（TM / EX / TL / GL / CL）分别从工作职责、团队合作及人才育成、生产和实际作业、品质、安全及环境、成本控制、保全等七大任务对能力要素进行了详细的描述，并对各项能力要素的权重比例做了规定。第六章在本论文课题的研究基础上，对天津一汽丰田战略性培训体系构建研究过程中取得的主要成果和创新点进行了整理，通过一年的努力工作，现有培训管理工作已经初具系统性、针对性和战略支持性，基本解决了课题研究初期存在的问题点。当然，为进一步配合一汽集团“员工素质提升工程”的通知要求，今后公司仍面临一系列的课题，如培训课程内容的改善、培训体系相关支撑体系的建立和完善，等等。本论文课题的研究，对合资企业如何利用母公司资源建立符合自身企业特征和员工素质的培训体系方面具有一定的理论指导及实践借鉴意义，但由于本人研究水平及时间限制、缺乏更为系统全面的理论知识及实践经验，本次对培训体系构建这一课题的研究还不是很深入，尤其是在培训效果评估等环节的设计思路及方案仍有待进一步完善和提高。 综上所述，希望借本次论文课题的研究，能为制造型企业，尤其是中外合资企业在建立基于能力要素的战略性培训体系方面提供一些有益的尝试。在今后的学习和工作中，将更加深入地学习相关理论知识，并将理论与工作实践相结合，多搜集相关企业好的经验积累，以便能为中国制造型企业探索出一套较为实用且具有先进性的培训管理体系。 关键词：能力素质模型 培训体系 天津一汽丰田
英文摘要：	Abstract It is a knowledge economy time of twenty first century that the competition between companies focus on the innovation ability based on human capital instead of the traditional resources such as fund or technology. At the same time, the economy globalization and day-by-day changed market make the companies face more and more fierce challenge, only by which the company maintain the ability of continues study and follow the pace of advanced technology and management thought can help the company get the leading position in the fierce competition. Therefore, to add the investment of knowledge area in human resources and upgrade staff’s quality can help the company to realize its organizational strategy and promote the company’s performance. Add the investment of knowledge area should embark from the company’s strategy and put it together with staff’s personal promotion object, to motivate the enthusiasm of individuals according to satisfy the self-development needs of individuals. All of these should be done to enhance company cohesive force under the condition of unification of strategic development goals of both company and individuals and fully display the positive of training. Establish an effective training system can be the precondition in achieves this goal. This article select the company —Tianjin FAW and TOYOTA Motor Company (TFTM), which is a Chinese and Japanese joint venture manufacture company to make the deep research. The company has experienced very fast pace and the employee grows fast from several hundreds persons to more than ten thousands persons now, although it only last ten years improvement. Both of the FAW and TOYOTA Motor Company has many resources on trainings. However, the priority for human resources management managers is how to build TFTM’s own training system to adapt its situation and employee’s personalities. The whole contents of this article can be divided into six chapters as follows: The first chapter introduced the historical evolution, the developmental strategy and the core competencies of TFTM. The writer obtained massive related information through methods such as spot inspection, interview, questionnaire survey and acquisition of information. Therefore the writer summarized the situation and the existing problems through analysis. In view of these problems, the writer proposed studies on strategic and scientific training system based on the competency afterwards research mentality, content, methods and the practical significance. In the second chapter, the article summarized the training model of human resources and the competency model research theory, elaborated the origin, concept, characteristic and the function of competency model, and introduced the application of competency model in human resources. After that, the writer focus on the importance of the establishment of training system for the company’s strategy through analysis on the environment of company, and introduce the establishment of every level of position’s competency model. The third chapter introduces the establishment of the training system based on the competency system, including training objects, training needs analysis, training plan, training implementation and training effect assessment based on competency model. The function of competency model effects the whole process, which can distinguish the gap between the actual ability and the ideal ability. Then after that, it can be trained on the most important position in order to achieve training goals. Moreover, the writer gives a lot of training flow chart, designs massive work form to make training management system more practical and operational. The fourth chapter uses the SWOT method to analysis the importance of improving training management and clears out the big challenge faced by HR managers. And then the writer researches how to make the establishment of training system together with the company’s strategy, the human resource assessment, and the staff’s working life planning. The competences has divided into three parts: Core competence, Functions of general competence and specialized position competence. Next the fifth chapter takes the position of skill operation, which has more than 90% of TFTM’s employees, as an example to explain the details of employee’s Occupation Career Planning and Seven Job Responsibilities for each position such as TM/EX/TL/GL/CL. The last chapter summarizes the achievements and innovations during the research process, based on the research work. TFTM’s training management has achieved a lot, such as a systematic training system has been built and the contents for each course has been improved. Because of the time limit and speculative knowledge confine, this article can not research deeply, and a lot of aspects still have to improve, such as the training evaluation. I hope this article can provide some beneficial attempts for manufactory motor companies in establish scientific, effective training management system. Key Words：Competency Model，Training Syetem，TFTM
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