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论文编号：	4562
作者编号：	2220100738
上传时间：	2012/9/18 14:46:17
中文题目：	上海航仪公司人才流失原因及其对策研究
英文题目：	Cause Analysis & Countermeasure of Talent Loss in SMIC
指导老师：	崔勋
中文关键字：	关键词：人才隐性流失，显性流失，领导观念，流失原因，人才激励
英文关键字：	Key Words：Talent''s recessive loss，Dominant loss，Lead''s idea，Loss reason，Talents encouragement
中文摘要：	上海航海仪器有限责任公司是隶属于中国船舶工业集团公司，国有独资的军工企业。公司地处上海浦东新区金桥开发区，地理位置优越。公司拥有11万平方米土地，具有研制、生产机电一体化产品的综合能力，公司从美国、日本、丹麦、瑞士等国引进的技术和设备使公司具备了船舶导航和机舱自动化、轻工机械、电子电器、不锈钢制品和有色金属制造方面等的优势。人才的价值作用不言而喻，无论从国外、国内的环境看，从古代到现代的社会进步发展看，人才在推动社会进步过程中，发挥主要作用。尤其是当今社会，强调科学技术是第一生产力，人才资源是第一资源，是科技进步和经济社会发展最宝贵最重要的资源。作为社会的一分子——我们上海航海仪器有限责任公司，要发展、要打造一流的企业必须有一定数量、质量的人才队伍。可是，从近几年公司人才队伍建设的现状来看，每年人才离职人数大于公司人才引进和培养的数量，公司的生存和发展受到制约、现在在职的人才心理也受到极大的影响。队伍建设的重点工作应以解决人才流失率过高这一情况。本文研究的目的就是要解决公司人才队伍建设的主要矛盾，为公司的发展解决当前的瓶颈问题。只有解决了人才流失过高的问题,才能保证公司生存和发展所需要的一定数量、质量的人才。为了实现中央、国务院提出的到2015年将我国建设成为世界第一造船大国的战略目标和中船集团公司的“五三一”发展目标，实现公司“十二五”目标并打造一流的航仪公司，必须建立一支高素质的人才队伍作保障。因此，研究公司当前人才队伍建设的最关键的问题，具有积极、重大的现实意义。本文分析了航仪公司人才流失的内在因素和外部环境，提出了人才流失的根本原因所在，针对企业在人力资源管理和开发领域上的问题，提出稳定人才的办法和措施。本文运用人才基本学原理理论、运用核心人力资源保留策略的马尔科夫决策分析理论，分析其原因、趋势、对策，最后是作为人才战略实施的一个重要途径和创新管理，并提出一些相应的管理举措。作者根据几年来的实践经验和公司的实际教训提出了更新人才观念、加强组织领导、构建特色培训体系、建立激励体系、以及公司文化等管理为主要策略来实现公司的人才战略，为公司留住人才、用好人才、发挥好人才的作用，采用适当的实施策略和保障机制，实现公司人才队伍的发展壮大是可行的、非常有效的。
英文摘要：	Affiliated to China State Shipbuilding Corporation, Shanghai Marine Instrument Co., Ltd is a state-owned military industry enterprise. Nearby the Jinqiao Export Processing Zone, it has a very convenient location in Pudong New Area. With an area of 110,000 square meters, it can develop and produce mechanical & electrical integrated products. Has introduced the advanced technology from US, Japan, Denmark and Sweden, it has advantages on ship navigation, engine room automation, light industry machinery, stainless steel products and nonferrous metal manufacturing. The value and the role of the talents is a matter-of-course, whether China or foreign country, whether ancient time or modern times, talents play a very important role to promote the social development. Especially at present, the science and technology is the primary productive force, human resource is the first resources, it’s the most important and valuable resources of the scientific & technological progress and economic development. As a member of society, in the same way, Shanghai Marine Instrument Co., ltd (hereafter abbr. as SMIC) should have a certain amount & certain quality of talents to build a first-class company. However, from the current situation, there are more talents left the company than the talents we introduced and trained, development of the company is also restricted, and it also has bad influences on the psychology of employees stayed in service, to build up a talent group, we focus on how to solve the high turnover rate of the employees. The research is to solve the contradiction of talent team building, to solve the current bottleneck of the company development. Only we solve this problem, could we ensure the company has a certain quantity and quality talents for survival and development. In order to realize the strategy put forward by the central government and the State Council, to change the China into the biggest shipbuilding country of the world, as well as to realize CSSC “Five-Three-One" target and SMIC 12th five-year goals to change SMIC into a first class company, we must build a high quality talent team. Therefore, it has great realistic meaning to find out the key problems of talent team building. This article has analyzed the internal factors and the external environment of the talent loss of the Shanghai Marine Instrument Co., Ltd, proposed the basic reason of the talent loss lies in the flaw of the enterprise culture, in view of the enterprise's questions on human resources management and the Talent's development, proposes the measure on how to keep the talent stable. This article has used talent basic principles, core talent keeping of Markova decision processes, analyzed the reason, trend and measures, and finally put forward according measures on talent management and innovation. Based on the practical experiences and lessons in the past years, the author thought we should update concept of talents, enhance the leadership, construct special training system, establish incentive system and take management measures, such as enterprise culture to achieve company human resource strategy, to keep talents and make full use of talents. With appropriate strategy and guarantee mechanism, it’s feasible and effective to make the talent team stronger in the company.
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