xx供電企業(yè)人力資源培訓淺析 本科畢業(yè)設計

摘    要

電力工業(yè)的市場化改革,使電力企業(yè)逐漸由壟斷企業(yè)向一個真正的市場經營主體轉變,而電力市場化的運營給公司帶來了管理理念、方式手段、市場支持、環(huán)保技術等方面的挑戰(zhàn)。如何應對這些挑戰(zhàn),已經成為包括梅縣供電局在內的電力企業(yè)必須考慮的刻不容緩的問題。應對的一個重要的措施就是加強企業(yè)的人力資源管理,特別是人力資源培訓。通過建立完善的企業(yè)人力資源培訓體系,加強對電力企業(yè)員工進行有針對性的培訓,充分發(fā)掘員工潛力,提升員工綜合素質,提高員工的“忠誠度”,增強企業(yè)的凝聚力,為企業(yè)在未來市場競爭提供強有力的人才基礎和智力支持,進而提高企業(yè)的市場競爭力,實現(xiàn)企業(yè)的可持續(xù)發(fā)展。
首先，本文結合梅縣供電企業(yè)實際，分析了梅縣供電企業(yè)人力資源培訓狀況，闡述了人力資源及人力資源培訓的現(xiàn)狀和特點。
其次，本文針對梅縣供電企業(yè)人力資源培訓存在的問題進行分析。
最后，本文提出了解決問題的對策。

關鍵詞：梅縣，供電企業(yè)，人力資源，培訓

Abstract

Become market-oriented power industry reformation, so that the power enterprise has shifted from a monopoly to a true market operations to change, and the market operation of power bring the management philosophy, approach means, the market support, and environmental technology to the challenges. How to respond to these challenges, including the Meixian power supply enterprise must be considered an urgent issue. Respond to an important measure is to strengthen the human resource management, particularly in human resource training. Through the establishment of a comprehensive human resources and training system, strengthening of the power enterprise employees targeted training, fully exploit the potential of staff, improving staff quality, improve staff "loyalty" to help corporation enhance their cohesion, for the enterprise in the future market competition and provide a strong foundation for the talent and intelligence support, and to improve their market competitiveness to attain sustainable development.
First, this article combine Meixian power supply enterprise reality, to analysis human resources training situation of Meixian power supply enterprise, description of the human resources and human resources training status and characteristics.
Secondly, against Meixian power supply enterprise human resources training for the analysis and proposed measures to address those problems.
Lastly，bring forward the answers to those problems.

Key words: Meixian, Power Supply Enterprise, human resources, training

目       錄
1  緒論……………………………………………………………………………………….. 1
1.1 題目背景及目的………………………………………………………………………1
1.1.1 題目背景……………………………………………………………………….1
1.1.2 目的…………………………………………………………………………… 1
1.2 國內外研究狀況………………………………………………………………………2
    1.2.1 傳統(tǒng)理論時期…………………………………………………………………2
    1.2.2 行為科學管理時期……………………………………………………………2
    1.2.3 系統(tǒng)管理理論時期……………………………………………………………3
1.2.4 西方企業(yè)一般培訓理論的綜述……………………………………………….4
    1.2.5 國內培訓研究狀況……………………………………………………………5
1.3 題目研究方法…………………………………………………………………………5
1.4 論文構成及研究內容…………………………………………………………………5
1.4.1 論文構成………………………………………………………………………5
1.4.2 研究內容………………………………………………………………………5
2  梅縣供電企業(yè)人力資源培訓狀況………………………………………………………6
2.1 人力資源現(xiàn)狀與特點…………………………………………………………………6
2.2 人力資源培訓現(xiàn)狀與特點……………………………………………………………8
3  梅縣供電企業(yè)人力資源培訓存在的問題分析…………………………………………10
3.1 培訓教育觀念落后…………………………………………………………………10
3.2 培訓機制不健全……………………………………………………………………10
3.2.1 培訓機制整體性不強………………………………………………………10
3.2.2 缺乏系統(tǒng)性培訓規(guī)劃………………………………………………………11
3.3 培訓方法陳舊單一…………………………………………………………………11
3.4 培訓內容嚴重滯后…………………………………………………………………12
4  梅縣供電企業(yè)人力資源培訓的對策……………………………………………………13
4.1 樹立培訓新觀念……………………………………………………………………13
4.1.1 樹立人力資源是第一資源的觀念…………………………………………13
4.1.2 樹立以人為中心的觀念……………………………………………………14
4.1.3 樹立員工終生教育的觀念…………………………………………………15
4.2 建立培訓新機制……………………………………………………………………15
4.2.1 建立培訓--考核--使用--待遇一體化機制………………………………16
4.2.2 建立產學研一體化機制……………………………………………………17
4.2.3 建立不同層次人員的培訓機制……………………………………………18
4.3改善培訓方法………………………………………………………………………19
4.3.1 豐富培訓的具體方法………………………………………………………20
4.3.2 創(chuàng)新培訓內容………………………………………………………………21
4.3.3 培訓關鍵少數(shù)成員…………………………………………………………22
4.4 創(chuàng)建學習型組織……………………………………………………………………23
結論…………………………………………………………………………………………26
參考文獻……………………………………………………………………………………27
致謝…………………………………………………………………………………………29