I 摘要 企业的长期发展必须建立在良好的人才储备基础上，增强员工的职业素养与专业水 平，就是增强企业自身的战斗力。从员工方面来考虑，明确的职业生涯规划可以让员工 看到自己的未来，可以预见自己努力的回报，这对调动员工的主观积极性是一剂高效的 催化剂，合理的规划可以激发员工不断提高自身的专业水平，牵引员工不断向上发展； 从企业层面讲，员工能力的提升实际上就是公司竞争力的提升，在员工中推行明确而又 公平的职业生涯规划，还可以减轻企业的管理负荷。从多方面来看，为员工提供职业生 涯规划对企业自身有非常重要的意义。 本论文是以邮储银行陕西省分行柜员为调查和研究对象，以企业员工职业生涯规划 管理理论为基础，着眼于柜台员工，采用问卷的方法,寻找邮储银行员工目前在职业生涯 管理中存在的问题,问题包括员工晋升通道单一、职业生涯规划不够清晰、缺乏系统的职 业生涯管理体系、职业生涯规划指导缺失。本文针对以上四个问题设计出适合邮储银行 柜员职业生涯规划管理方案，包括打开职业通道，增加各岗位之间的竞争；设定等级标 准，企业可通过评定员工的各项素质来评聘各岗位员工；建立横向转换机制，增强各岗 位之间的流通，提高员工劳动热情；最后设立可行的职业晋升及退出机制，通过提高职 业生涯管理从而提高员工对银行的满意度和忠诚度,最终实现邮政储蓄人力资源管理水 平的整体提高。 关键词:职业生涯管理，职业生涯规划，人力资源管理西北大学硕士学位论文 II Abstract The long-term development of an enterprise must be based on a good talent reserve. To enhance the professional quality and professional level of employees is to enhance the combat effectiveness of the enterprise itself. From the employee level, clear career planning can let employees see the direction of their efforts, and can predict the return of their efforts, which is an efficient catalyst for mobilizing the subjective enthusiasm of employees. Reasonable planning can stimulate employees to continuously improve their professional level and lead them to continuous upward development; from the enterprise level, employees'ability will be improved in practice. On the one hand, it is to enhance the competitiveness of the company. Implementing clear and fair career planning among employees can also reduce the management burden of the enterprise. From many aspects, providing career planning for employees is of great significance to the enterprise itself. Based on the theory of career planning and management of enterprise employees, this paper focuses on the employees of the bank and uses the questionnaire method to find out the existing problems in career management. Including a single promotion route for employees, unclear career planning, lack of a systematic career management system, and lack of career planning guidance. According to the above four problems, a suitable career planning and management plan for postal bank teller is designed, including opening up professional channels and increasing the competition between positions; Set the grade standard, enterprises can assess the quality of employees to hire employees in various positions; Establish the lateral transformation mechanism, enrich the employee's career, improve the employee's labor enthusiasm; Finally, we set up a feasible career promotion and exit mechanism to improve employee satisfaction and loyalty to the bank by improving career management, and finally achieve an overall improvement in the management level of postal savings human resources. More effective proof of the importance of career planning for individuals and businesses. Key words: career management, career planning, human resources management目 录 III 目 录 摘要...................................................................................................................................I ASTRACT.........................................................................................................................II 目 录................................................................................................................................III 第 1 章 导论......................................................................................................................1 1.1 研究背景和意义......................................................................................................1 1.1.1 研究背景...........................................................................................................1 1.1.2 研究意义...........................................................................................................2 1.2 研究思路与研究方法..............................................................................................3 1.2.1 研究思路..........................................................................................................3 1.2.2 研究方法..........................................................................................................3 1.3 研究内容与框架.................................................................................................3 1.4 本文的主要贡献......................................................................................................5 第 2 章 理论基础..............................................................................................................6 2.1 职业生涯规划的相关概念......................................................................................6 2.1.1 职业生涯规划..................................................................................................6 2.1.2 职业管理..........................................................................................................7 2.2 职业生涯规划相关理论..........................................................................................8 2.2.1 马斯洛需要理论...............................................................................................8 2.2.2 职业锚理论.......................................................................................................8 2.2.3 职业发展阶段理论..........................................................................................9 2.3 国内外员工职业生涯规划管理研究....................................................................10 2.3.1 国外管理研究.................................................................................................10 2.3.2 国内管理研究.................................................................................................11 第 3 章 邮政储蓄 SX 分行柜台员工职业生涯规划管理存在问题及成因.................13 3.1 公司概况................................................................................................................13 3.1.1 邮政储蓄 SX 分行基本简介.........................................................................13 3.1.2 邮政储蓄 SX 分行柜员人力资源现状..........................................................13西北大学硕士学位论文 IV 3.2 邮政储蓄 SX 分行柜台员工职业生涯规划管理现状 ........................................ 15 3.3 邮政储蓄 SX 分行柜台员工职业生涯规划管理问卷调查 ................................ 16 3.3.1 问卷设计......................................................................................................... 16 3.3.2 信度、效度的分析研究................................................................................. 16 3.3.3 结果分析......................................................................................................... 18 3.3.4 现行邮政储蓄 SX 分行柜台员工职业生涯规划管理体系存在的问题...... 21 3.4 现行邮政储蓄 SX 分行柜台员工职业生涯规划管理体系存在问题的原因分析 .............................................................................................................................................. 21 3.4.1 员工晋升通道单一......................................................................................... 21 3.4.2 职业生涯规划不够清晰................................................................................. 22 3.4.3 缺乏系统的职业生涯管理体系..................................................................... 22 3.4.4 职业生涯规划指导缺失................................................................................ 22 第 4 章 邮政储蓄 SX 分行柜台员工职业生涯规划管理方案设计 ............................ 24 4.1 方案设计的目的与原则........................................................................................ 24 4.1.1 设计的目的.................................................................................................... 24 4.1.2 设计的原则.................................................................................................... 24 4.2 通道序列设置....................................................................................................... 25 4.2.1 岗位序列分类................................................................................................. 25 4.2.2 自我评估......................................................................................................... 26 4.2.3 员工路径选择................................................................................................. 27 4.2.4 人职匹配......................................................................................................... 27 4.3 等级标准设定........................................................................................................ 29 4.3.1 等级标准分类................................................................................................. 29 4.3.2 等级标准的评定与晋级................................................................................. 30 4.3.3 职级聘任程序................................................................................................. 30 4.4 横向转换机制........................................................................................................ 31 4.5 职业晋升及退出机制............................................................................................ 32 4.5.1 职业晋升机制................................................................................................. 32 4.5.2 职业退出机制................................................................................................. 33 第 5 章 邮政储蓄 SX 分行柜台员工职业生涯规划管理保障措施 ............................ 36目 录 V 5.1 建立透明开放的竞争平台....................................................................................36 5.2 转变员工职业生涯规划的思维方式....................................................................37 5.3 建设适合人才培养和育成的企业文化................................................................38 5.4 设计薪酬与绩效管理的保障制度........................................................................40 第 6 章 主要结论与不足................................................................................................41 6.1 本文的主要结论....................................................................................................41 6.2 研究的不足与未来展望........................................................................................41