 ==>> 点击下载文档 |
在查阅文献资料，掌握人力资源管理相关理论和学习国内外学者对新生
代员工问题的研究基础上，明确新生代员工的概念与特征。从时间维度、成
长环境和工作状况等方面进行分析，提出了新生代员工指出生在 1980 年、
1990 年之后，在共同背景下成长，现阶段已步入职场的青年员工
本文采用问卷调查、一对一深度访谈和文献研究等方式，重点对眉山市
ZJ 局新生代员工管理现状与问题进行分析。研究过程中，一方面注重从眉山
市 ZJ 局组织结构、人员结构、工作和管理现状中分析，作为建设领域监管
部门的新生代员工自身所独有的特点，另一方面从眉山市 ZJ 局管理者角度
出发，分析眉山市 ZJ 局在新生代员工管理方面存在的问题，得出眉山市 ZJ
局在新生代员工管理方面存在人本管理理念未体现、员工激励机制不健全、
培训需求分析不深入、职业生涯规划不明确、组织文化建设不完善等问题
针对上述新生代员工管理问题，本文首先明确眉山市 ZJ 局新生代员工眉山市 ZJ 局新生代员工管理问题及对策研究的管理思路，提出坚持以人为本、满足新生代员工心理需求、组织和新生代
员工共同成长的管理原则，接着又多角度进行论证，有针对性地提出切实可
行的管理对策建议，包括强化人本管理、健全激励机制、深入开展培训需求
分析、强化职业生涯规划、打造先进组织文化五大对策，最后在制度保障和
资源保障方面进行落实
本文期望通过对眉山市 ZJ 局新生代员工的管理问题分析及对策研究，
对帮助新生代员工综合能力提升和个人成长起到帮助作用，对眉山市 ZJ 局
新生代员工的管理在管理思想、具体措施和打造组织文化方面提供有实际意
义的参考
关键词：眉山市 ZJ 局 新生代员工 新生代员工管理AbstractAbstract
With the development of the era and the economical progress, the competition
in each industry is getting intense day by day, and the importance of talents as the
core competitiveness is highlighted. Under such circumstances, an increasing
number of new-generation employees have entered the world of work, gradually
dominating the workforce and playing a significant role in the development of
different industries. Meanwhile, in the process of executing social management
functions and providing services for different industries of the society, government
agencies and public institutions with important social management functions have
gradually realized the importance of keeping pace with the times, updating
organizational development ideas and discovering and developing talents in such a
rapidly developing era, and have regarded the management of new-generation staff
as a core priority. Therefore, it seems especially important to study the
management of new-generation staff in government agencies and public
institutions and to analyze related solutions, because, on one hand, it directly
affects the execution of work in government agencies and public institutions, and
on the other hand, it plays a critical role in the comprehensive abilities
improvement and the career development of new-generation staff. Thus, the author
chooses the subject of the article, and takes ZJ Bureau in Meishan City as an
example to specifically analyze the current management status of new-generation
staff in ZJ Bureau in Meishan City, and proposes specific management measures to
help the new-generation staff in ZJ Bureau in Meishan City to achieve better
growth and development and to drive the lasting and efficient operation of ZJ
Bureau in Meishan City.
On the basis of a literature review to gain a good understanding of theories
related to human resource management and international and domestic scholars’
researches into the new-generation staff, concepts and features concerning the
new-generation staff are clearly defined. By an analysis of such aspects as timeProblems of Management of New Generation Staff in ZJ Bureau in Meishan City and Countermeasure
Researchdimension, growth environment and work conditions, the paper proposes that the
new-generation staff refer to those young employees who were born in the 1980s
or 1990s and raised up in a common background and are now in employment.
By adopting methods such as questionnaire surveys, one-on-one in-depth
interviews and literature review, the paper focuses on analyzing the present
management status and issues concerning the new-generation staff of ZJ Bureau in
Meishan City. In the research process, the author, on the one hand, explains the
unique characteristics of the new-generation staff in ZJ Bureau in Meishan City as
the regulatory authority in the field of development and construction by analyzing
the organizational structure, staff structure, work scope and management status of
the Bureau. On the other hand, through an analysis of the problems arising from
the management of the new-generation staff by ZJ Bureau in Meishan City from
the perspective of administrators of ZJ Bureau in Meishan City, it’s concluded that
there are such problems in the management of the new-generation staff by ZJ
Bureau in Meishan City as an absence of people-oriented management, insufficient
incentive mechanism development, a lack of profound training demand analysis,
unclear occupational career planning, and inadequate organization culture
construction.
To address the abovementioned issues concerning the management of the
new-generation staff, the paper first clarifies how to manage the new-generation
staff of ZJ Bureau in Meishan City by introducing management principles such as
adherence to people-oriented management, satisfaction of psychological needs of
the new-generation staff, and co-growth and co-development of the organization
and the new-generation staff, and then, through a multi-angle demonstration, it
outlines five specific management measures that are effective and pragmatic,
including strengthening people-oriented management, improving the incentive
mechanism, and profoundly analyzing training needs, and enhancing career
development planning, and creating an advanced organizational culture, which are
recommended to be implemented with the support of related procedures, systems
and resources.
Through the analysis of the management issues concerning the
new-generation staff of ZJ Bureau in Meishan City and the recommendation of
specific measures to address such issues, it is hoped that the paper can be helpfulAbstractin facilitating the competence enhancement and personal development of the
new-generation staff and can provide, for future reference, some practical insights
into how to manage the new-generation staff in terms of management theories,
specific measures and organizational culture development.
Keywords: ZJ bureau in Meishan City; New generation staff; Management of new
generation staff目 录目 录
1 绪论.......... 1
1.1 选题背景与意义........1
1.1.1 选题背景.1
1.1.2 选题意义.2
1.2 研究内容与方法........3
1.2.1 研究内容.3
1.2.2 研究方法.3
2 相关概念与理论...
。。。以上简介无排版格式，详细内容请下载查看
