博长钢贸公司员工职业发展管理分析-analysis on the management of employees career development in bo chang steel trade company.docxVIP
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博长钢贸公司员工职业发展管理分析-analysis on the management of employees career development in bo chang steel trade company
湖南大学学位论文原创性声明本人郑重声明:所呈交的论文是本人在导师的指导下独立进行研究所取得的 研究成果。除了文中特别加以标注引用的内容外,本论文不包含任何其他个人或 集体已经发表或撰写的成果作品。对本文的研究做出重要贡献的个人和集体,均 已在文中以明确方式标明。本人完全意识到本声明的法律后果由本人承担。作者签名:日期:年月日。学位论文版权使用授权书本学位论文作者完全了解学校有关保留、使用学位论文的规定,同意学校保 留并向国家有关部门或机构送交论文的复印件和电子版,允许论文被查阅和借阅。 本人授权湖南大学可以将本学位论文的全 部或部分内容编入有关数据库进行检 索,可以采用影印、缩印或扫描等复 制手段保存和汇编本学位论文。本学位论文属于1.保密□ ,在年解密后适用本授权书。2.不保密□。(请在以上相应方框内打”√”)作者签名: 日期: 年月日导师签名: 日期: 年月日I摘要从企业角度来对员工进行职业发展管理,已经成为许多现代企业进行人力资 源管理工作的核心。搭建科学合理的职业发展管理体系,能在引导员工不断提升 自我价值、实现职业生涯目标的同时,也能使每位员工的个体发展更加切合企业 对人才的战略需求,这无疑是一个高效的、双赢的人才策略。本文在参照现有研究成果的基础上,结合企业人力资源现状,找出博长钢贸 公司在人才管理上存在的问题,诸如:员工升迁标准模糊、职业发展通道单一、 部分管理岗位架空、岗位流动率低、员工队伍工作能力提升缓慢等。通过对这些 问题进行剖析,发现主要原因还是在于公司缺乏一套完善的员工职业发展管理体 系及配套的支撑体系。建立该体系的主要目的是打通和拓宽职业发展通道,提供 给博长员工更为广阔的职业发展平台。在考虑到公司全体员工的特点及需求的前 提下,设计出管理岗位、专业职称、资历称号这三条职业发展通道,并相应规定 晋升要求和晋升流程,然后围绕员工发展这一中心,来配套设计出员工培训发展 体系和搭建后备人才梯队,最后加以组织保障与制度保障,来完善整个体系方案 的设计。通过建立员工职业发展管理体系,以期让博长人更好地为公司发展战略服务, 使公司更加灵活地应对新的市场竞争环境,提高竞争优势,成为钢贸行业标杆。 同时,也期待该方案能为该行业其他企业开展员工职业发展管理体系提供借鉴与 参照。关键词:博长钢贸公司;职业发展;人力资源管理AbstractTo implement the career developing management from a business perspective has become the core of human resource management of many modern enterprises. With building a scientific and reasonable career developing management system, the enterprises can guide their employees to improve themselves and achieve their career goals. Meanwhile, the system can make the individual development of each employees better meet the strategic needs of company for talents. With no doubt, this is an effectively win-win strategy.Based on existing research results, this essay take into consideration the current status of human resources of Bochang Steel Trading Co., Ltd., and then found out that there are many problems in talent management in this company . For instance, a fuzzy promotion standard, an absence of diverse career developing channels, an unserviceable managerial position, a low job mobility, a slow improvement in staffs’ capability, etc. By analyzing these questions, we found out that the main reason li
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