XX集团公司职能类员工队伍的职业化建设研究(硕士)

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