随着各外资企业进驻南京，在优厚的待遇和发展空间的吸引下，G 公司许多技术人员流 失，给企业业务带来很多损失。G 公司现有的技术人员发展道路以行政管理方向作为上升通 道的单通道模式，大部分人员难以实现职位和薪酬上的提升，严重打击他们的工作积极性。 如何吸引、激励和保留企业核心技术人员，为其设计一套合理的职业发展方案，是目前公司 急需解决的问题。 本文首先采用通过文献研究法，梳理国内外学者关于技术型员工、职业选择理论、职业 发展通道、任职资格和职业激励理论等方面的研究成果，为本研究提供理论基础；其次通过 实地访谈、问卷调查对公司技术人员职业发展中存在的问题进行分析；接着论文以案例研究 的方式，针对问题，提出为技术人员构建管理+技术双通道的解决策略，并就具体的实施提 出了相应的措施；最后论文提出了 G 公司技术人员双通道发展的配套措施，并对其实施效果 进行了评估。 本文对 G 公司技术人员构建的职业发展双通道，包括各职业通道的等级及任职资格标准 的设置，对机械行业技术人员的职业发展管理有一定的参考价值，对 G 公司技术人才梯队建 设，激发技术人员创新活力，持续提升组织能力，有着非常现实的意义。 关键词：G 公司，技术人员，任职资格，职业发展通道，人职匹配G 公司技术人员职业发展双通道研究 ii Abstract This paper analyzes the incentive and career development system of a Nanjing-based firm (hereinafter referred to as "Company G"). Attracted by favorable business policies and development space, several foreign-funded enterprises such as Company G have established operations in Nanjing. Simultaneously many of Company G"s professional and technical personnel have left the company causing major losses and damages to its business. Currently the primary career development path for technical employees remains limited to an administrative management promotional-mode. This results in limited positional and compensational promotions for the majority of the staff and thereby severely hurts staff motivation towards their work and may lead to a negative trend of being idle on the job. Given such a situation, Company G"s HR management must urgently the solve the issue of how to attract, incentivize and retain the company"s key technical staff by designing a more reasonable and attractive career development scheme. This paper analyzes the issue of technical staff management by synthesizing two research approaches and then uses the results to develop and implement a strategy for Company G. Firstly, using domestic and oversea library resources, periodicals and online resources from China and abroad, the author develops a theoretical basis for this study by reviewing the related literature"s research results including those on technical staff, career choice theory, career development modes, career planning, technical qualifications and career motivation theory. Secondly, the author conducts a case study analysis using field interviews and questionnaires targeted at the technical staff and managers of Company G in which they are asked to respond to and identify issues in the existing career development space. Through a review of these two research approaches, the author then proposes a strategy of creating a promotional and career development scheme based on the dual-channels of management and technical ability, including a set of specific supporting measures to help ensure this system is properly developed and implemented. The paper concludes with a review of the implementation of the system and its initial effects on the workforce. This paper"s research on the dual-channel career development system has reference value for enterprises in the machinery industry interested in improving their career development management systems. It also has significant practical application for Company G"s development of its technical personnel, stimulating their innovative vitality, and improving the overall organizational ability. Keywords: Company G，Technical Staff，Qualification, Career development channel, Person-vocation fit南京航空航天大学硕士学位论文 iii 目 录 第一章 绪论1 1.1 选题的背景与意义.......1 1.1.1 选题的背景...1 1.1.2 研究意义.......1 1.2 研究内容和研究方法...2 1.2.1 研究内容.......2 1.2.2 研究方法.......2 1.3 研究思路及技术路线...3 1.3.1 研究思路......3 1.3.2 技术路线......3 第二章 职业发展通道相关理论与文献综述..4 2.1 相关概念与理论..4 2.1.1 职业的定义...4 2.1.2 职业选择理论........5 2.1.3 职业发展通道理论7 2.1.4 任职资格理论........7 2.1.5 职业激励理论........7 2.1.6 职业建构理论........8 2.2 国内外关于发展通道的应用现状.9 2.2.1 国外职业发展通道研究与应用现状........9 2.2.2 国内职业发展通道研究与应用现状......10 2.3 职业生涯通道设计的流程..11 第三章 G 公司技术人员职业通道的现状与问题分析..12 3.1 G 公司简介及技术人员结构分析 ........12 3.2 基于问卷调查结果的 G 公司技术人员职业发展问题及分析 ........13 3.3 G 公司技术人员职业通道解决思路 ....16 第四章 G 公司技术人员职业发展双通道设计.....18 4.1 成立技术人员职业发展设计项目组....18 4.2 技术人员职业发展双通道设计...19 4.2.1 建立技术人员职业发展双通道.....19 4.2.2 技术职位序列划分.......19 4.2.3 管理通道等级划分.......22 4.2.4 技术通道等级划分.......23G 公司技术人员职业发展双通道研究 iv 4.2.5 技术通道和管理通道的转换24 4.3 技术发展通道的任职资格设置标准 ...25 4.3.1 任职资格标准的内容...25 4.3.2 技术发展通道任职资格标准26 第五章 G 公司技术人员职业发展双通道的配套措施与实施........38 5.1 与职业发展双通道匹配的配套措施....38 5.1.1 建立相匹配的培训体系........38 5.1.2 建立相匹配的薪酬管理体系39 5.2 技术人员职业发展双通道的实施 .......40 5.2.1 成立任职资格管理机构........40 5.2.2 任职资格认证......41 5.2.3 任职资格认证管理.......41 5.2.4 现有技术人员首次认证和效果评估......42 第六章 总结与展望....44 6.1 总结..44 6.2 研究展望...44