XX集团公司职能类员工队伍的职业化建设研究(硕士)(论文32000字)
摘要
在这个与时俱进的市场竞争环境中，环保能源行业是我国重点关注的新兴产业，因其优异的市场前景导致其竞争越发的激烈。在这个优胜略汰的过程中，我国集团公司不仅面向国外先进集团对国内市场的掠夺，国内竞争环境也不容乐观，由于行业进入门槛不高，导致个具备丰厚资金与成熟销售渠道的竞争对手不在少数。面对这一局面，要想在竞争中取得一席之地，不断提升集团自身核心竞争力便成了关键问题。笔者通过不断研究发现通过对集团内的职能员工队伍进行职业化的建设，可以有效提升集团竞争力使集团在竞争发展中脱颖而出。
本文通过研究职能类员工的职业化建设出发，从三个主要方面进行了研究，第一个方面阐明研究的依据与意义，首先梳理出本论文的主要研究内容，说明其研究的背景、国内外相关研究现状与概念。然后具体性的分析我国集团公司职业化建设的研究进展，并通过市场竞争、现实需要以及解决集团内部问题这三个方面进行探讨，进一步表明本文研究集团公司职业化队伍建设的意义。第二大方面介绍研究的主要内容，笔者从集团公司的发展战略出发，研究其职业化建设的目标与原则，构建其职业化建设的主要内容框架。分别从任职资格体系、职工晋升与管理、以及评估机制与监管机制的设立这三个方面，探讨其具体实施方案。第三方面是研究其实施方案的保障措施，分别从任职资格管理保障、员工晋升途径保障，与考核评估的保障这三个方面进行完善。
本文通过对这三大方面的系统性的分析，发现职能类员工的职业化主要表现在其对本身工作的工作质量与标准，集团公司是否有与之匹配规章制度，以及“事”与“人”协调一致的状态。最终目的是为了提升个人劳动生产效率，获得最大的组织成本－收益。任职资格管理应作为一套职业化提升的方法，主要是对职能员工的各方面技能进行一个综合性的评价，在考评中找出职能员工存在的差距，使之明确目标方向，有助于使其更有效率的职业化完成工作任务。笔者认为唯有建成系统的任职资格体系和基于任职资格的人才发展体系，才能实现在整个市场竞争中立稳脚跟，构建职业化素质的人才队伍是集团公司提高核心竞争力不断进步的必然措施。
关键词：职业化 职能类专业人员 任职资格
Abstract
In the market competition environment that keeps pace with the times, the environmental protection energy industry is a new industry that our country focuses on. Because of its excellent market prospect, its competition is more and more intense. In the process of the winners and losers in the group company in our country not only for foreign advanced group on the domestic market to plunder the domestic competitive environment is not optimistic, because of the low barriers to entry, resulting in a rich fund and mature sales channels in a few competitors. In the face of this situation, the key problem is to gain a place in the competition and improve the core competitiveness of the group. Through continuous research, the author finds that through Professionalization Construction of functional staff in the group, we can effectively enhance the competitiveness of the group and make the group stand out in the competitive development.
This article through the occupation construction of functions of the type of staff, was studied from three aspects, expounds the basis and significance of the study on the first aspect, firstly combed the main contents of this paper, the concept and research background, related research status at home and abroad. Then, we analyze the research progress of the Professionalization Construction of our group company concretely, and discuss the three aspects through the market competition, the realistic need and the solution of the group's internal problems, which further indicates the significance of this research group company's professionalization team construction. The second aspect introduces the main contents of the research. Based on the development strategy of the group company, the author studies the objectives and principles of its professionalization, and constructs the main content framework of its professionalization construction. From the three aspects of the qualification system, the promotion and management of the staff and the staff, and the establishment of the evaluation mechanism and the regulatory mechanism, the specific implementation plans are discussed. The third aspect is to study the safeguard measures of the implementation plan, which is perfected from three aspects, namely, the qualification management guarantee, the staff promotion way guarantee, and the examination and evaluation guarantee.
Through systematic analysis of these three aspects, we find that the professionalization of functional workers is mainly manifested in their work quality and standards for their work, whether they match their rules and regulations, and the state of "things" and "people". The ultimate goal is to improve the labor productivity of the individual and maximize the cost and benefit of the organization. Qualification management should be used as a set of occupation promotion methods, mainly is the evaluation of the functions of employees the skills of a comprehensive, find out the existing gap in the evaluation function of employees, so that the direction of clear goals, helping to make them more efficient to complete the task of occupation. The author thinks that only by establishing the qualification system of the construction system and the qualification based talent development system, can we achieve a stable and stable competition in the whole market, and build a professional quality talent team is an inevitable measure for the group company to improve its core competitiveness and make progress.
Key words:professional function class professional qualifications
目录
第1章 绪论 9
1.1选题背景与意义 9
1.1.1选题背景 9
1.1.2选题意义 10
1.2国内外研究综述 10
1.2.1国外研究综述 10
1.2.1国内研究综述 12
1.3研究内容及方法 13
1.3.1研究内容 13
1.3.2研究方法 14
第2章相关概念及理论概述 15
2.1相关概念 15
2.1.1职能类员工 15
2.1.2职业化 15
2.1.3集团公司职能类员工职业化建设 17
2.2相关理论 18
2.2.1 .双因素理论 18
2.2.2人力资本理论 18
2.2.3结构功能主义理论 19
2.3研究范畴 20
第3章 xx集团职能类员工队伍职业化建设的依据 21
3.1应对市场竞争的现实需要 21
3.2 xx集团发展的现实需要 22
3.3解决xx集团公司问题的现实需要 23
3.3.1解决员工综合评价不足的需要 23
3.3.2解决员工职业发展通道的需要 23
3.3.3解决人力资源管理不足的需要 24
第4章 职业化建设的主要内容及评价 25
4.1职业化建设的目标与原则 25
4.1.1建设的目标 25
4.1.2建设的原则 26
4.1.3实施步骤 26
4.2职业化建设的主要内容 27
4.2.1建设的基本框架 27
4.2.2任职资格系统设计的价值取向 28
4.2.3职位管理 29
4.2.4职业发展通道设计 30
1.任职资格能力发展模型 32
2.职业发展通道等级的设定 33
3.职业发展通道等级定义 34
4.2.5职业化行为任职资格等级标准设计 34
4.3职业化行为认证评价 39
4.3.1职业化行为等级认证 39
4.3.2任职资格评价应该遵循的原则 39
4.3.3职业化行为等级认证的类型 40
4.3.4职业化行为等级认证的流程 40
4.3.5任职资格调整 41
第5章 职业化配套措施及保障条件 42
5.1任职资格管理保障 42
5.1.1将任职能力与绩效联系 42
5.1.2引进专业化的专家咨询机构 42
5.1.3建立完整高效的组织机构 43
5.2员工晋升途径保障 43
5.2.1保障员工晋升的培训制度 44
5.2.2保障员工的培训晋升心态 45
5.2.3.对于师资力量的保障 46
5.3评估与考核的保障 46
5.3.1建立专项考核评估培训 46
5.3.2建立适应考核评估的组织文化 47
5.3.3规范的考核评估标准 48
5.3.4建立健全而完善的评估机构 48
第6章 结论 50
致 谢 51
参考文献 51
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