發(fā)布時(shí)間：2018-04-19 06:36

  本文選題：建筑行業(yè) + 人力資源開發(fā)��； 參考：《云南大學(xué)》2014年碩士論文

【摘要】：近年來(lái),云南建工集團(tuán)大力實(shí)施“轉(zhuǎn)方式,調(diào)結(jié)構(gòu)”,經(jīng)營(yíng)項(xiàng)目向經(jīng)營(yíng)資源轉(zhuǎn)變,調(diào)整產(chǎn)業(yè)結(jié)構(gòu),踐行效益至尊,集團(tuán)已由傳統(tǒng)的施工企業(yè)逐步發(fā)展成為集投融資、房地產(chǎn)開發(fā),工程項(xiàng)目總承包為一體的大型建設(shè)企業(yè)集團(tuán)。在轉(zhuǎn)型發(fā)展的過(guò)程中,一方面受市場(chǎng)及政策影響,轉(zhuǎn)型發(fā)展的任務(wù)緊迫,一方面人才總量不足,結(jié)構(gòu)不合理,適應(yīng)轉(zhuǎn)型發(fā)展的人才匱乏等問題突出,制約轉(zhuǎn)型發(fā)展。如何適應(yīng)轉(zhuǎn)型發(fā)展,做好人才開發(fā)工作,急待解決。 本文結(jié)合所在企業(yè)行業(yè)現(xiàn)狀、人力資源現(xiàn)狀,從人力資源組織體系建設(shè)、人才培養(yǎng)體系建設(shè)、激勵(lì)約束機(jī)制的建立、人才晉升體系建設(shè)、人才工作機(jī)制建設(shè)等方面,深入闡釋建工集團(tuán)如何在轉(zhuǎn)型背景下,做好企業(yè)人力資源開發(fā)工作。目的是通過(guò)人才培養(yǎng)體系建設(shè),明確人力資源管理分工,完善人力資源管理流程,使人力資源管理工作得到真正落實(shí)；通過(guò)激勵(lì)約束機(jī)制的建立,加強(qiáng)企業(yè)活力,極大限度發(fā)揮員工能動(dòng)性,形成目標(biāo)明確,考核到位,不斷改進(jìn)的工作氛圍；通過(guò)人才晉升體系的建立,為員工提供公平合理的晉升通道,在企業(yè)內(nèi)部形成能上能下,人才梯次成長(zhǎng)的局面；通過(guò)完善溝通渠道,解決建筑施工企業(yè)溝通問題,縮短信息傳遞流程,使企業(yè)內(nèi)部信息最快,最全面的共享。人力資源管理工作是企業(yè)文化落地的核心,通過(guò)發(fā)揮企業(yè)文化魅力,使企業(yè)內(nèi)部“以人為本”的理念得到真正落實(shí)�？傊�,本文從務(wù)實(shí)的角度出發(fā),力求實(shí)效,提出一些解決對(duì)策,對(duì)建筑施工企業(yè)如何做好人力資源開發(fā)具有一定借鑒意義。
[Abstract]:In recent years, Yunnan Construction and Engineering Group has vigorously implemented "changing mode, adjusting structure", transforming management projects into management resources, adjusting industrial structure and practicing the highest benefit. The group has gradually developed from a traditional construction enterprise to a set of investment and financing.Real estate development, project contracting as one of the large-scale construction enterprise group.In the process of transformation and development, on the one hand, the task of transition and development is urgent, on the one hand, the task of transition and development is urgent; on the other hand, the total amount of talents is insufficient, the structure is unreasonable, and the talent shortage adapted to the transition and development is prominent, which restricts the transition and development.How to adapt to the transformation and development, do a good job of talent development, urgent need to be solved.According to the present situation of the enterprise industry and human resources, this paper focuses on the construction of human resource organization system, the construction of talent training system, the establishment of incentive and restraint mechanism, the construction of talent promotion system, the construction of talent working mechanism, etc.Explain in depth how the construction engineering group in the context of transformation, do a good job in human resources development.The purpose of this paper is to make the human resource management work really carry out through the construction of talent training system, to clarify the division of labor in human resource management, to perfect the process of human resource management, to strengthen the vitality of enterprises through the establishment of incentive and restraint mechanism.To give full play to the initiative of the staff, to form a working atmosphere with clear objectives, proper assessment and continuous improvement; to provide a fair and reasonable path for the promotion of employees through the establishment of a talent promotion system, and to form a capable and capable person within the enterprise.Through perfecting the communication channel, solving the communication problem of the construction enterprises, shortening the information transmission process, making the internal information of the enterprise the fastest and most comprehensive sharing.Human resource management is the core of enterprise culture. By giving full play to the charm of enterprise culture, the idea of "people-oriented" within the enterprise can be truly implemented.In a word, this paper, from a pragmatic point of view, strives for practical results, and puts forward some countermeasures, which can be used for reference in how to develop human resources in construction enterprises.
【學(xué)位授予單位】：云南大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F272.92;F426.92

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 孫曉芳,顧少波,黃欣;企業(yè)激勵(lì)機(jī)制創(chuàng)新——對(duì)三種股權(quán)激勵(lì)模式選擇的研究[J];財(cái)經(jīng)理論與實(shí)踐;2002年S2期

2 麥偉添;;論供電企業(yè)績(jī)效管理存在的問題及其對(duì)策[J];廣東科技;2007年S1期

3 王艷;非財(cái)務(wù)指標(biāo)在企業(yè)業(yè)績(jī)?cè)u(píng)價(jià)體系中的運(yùn)用—兼評(píng)卡普蘭和諾頓的平衡記分測(cè)評(píng)法[J];貴州財(cái)經(jīng)學(xué)院學(xué)報(bào);2003年01期

4 吳宇;;魯靈敏:技術(shù)人才激勵(lì)法寶[J];管理@人;2006年01期

5 楊土根;曾燦;;供電企業(yè)績(jī)效管理探討[J];技術(shù)與市場(chǎng);2009年04期

6 凌宏志;;電力企業(yè)員工績(jī)效管理探討[J];科技信息(科學(xué)教研);2007年28期

7 張孝遠(yuǎn),陳凱華;人力資源開發(fā)與管理和諧運(yùn)行的動(dòng)態(tài)模型[J];蘭州交通大學(xué)學(xué)報(bào);2005年05期

8 雷曜;復(fù)雜系統(tǒng)中的人-組織行為初探[J];清華大學(xué)學(xué)報(bào)(哲學(xué)社會(huì)科學(xué)版);2000年05期

9 梁挺;人力資源和諧管理問題芻議[J];青海師范大學(xué)學(xué)報(bào)(哲學(xué)社會(huì)科學(xué)版);2005年03期

10 張學(xué)生;;建筑企業(yè)人力資源的創(chuàng)新管理[J];四川建材;2010年01期

，

本文編號(hào)：1771981