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硕士毕业论文_于胜任力模型的M直销企业营销人员招聘方案设计

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直销作为新零售的一种形式,与传统行业有很大的区别,直销企业,自 20 世纪进入中国取得合法工商注册开始,一直起起伏伏,为人们所熟知却又争议颇 多。现如今,如何规范直销企业的经营和管理成了当今社会的热门话题。2018 年 12 月权健事件以后,2019 年 2 月 14 日,商务部暂停办理直销相关审批、备 案等事项,严格准入,加大排查、整治企业违规现象,这对直销行业来说,是阵 痛也是机遇,只有存活下来的企业才能迎来春天。 人力资源是组织的核心资源,因此,现代企业都特别重视人力资源管理并且 逐步使之专业化、系统化。招聘,作为企业人力资源管理的重要模块之一,对后 期人力资源的开发、管理有着深远的影响,招聘质量的好坏决定企业的人才层次 高低,影响企业的市场竞争力,决定企业的经营管理的质量。 胜任力与胜任力模型自提出以来,近年来在企业管理的各个方面取得了显著 的成绩,国内外学术及管理界都致力于理论与模型的开发,不断发展和应用。现 今被越来越多的企业运用,它作为人力资源管理的重要理论以及方法。本文在查 找文献资料对胜任力及胜任力模型进行深入研究,继而发现适合直销岗位的营销 人员的胜任力模型理论。 本文在也对直销概念及直销企业的特点进行了具体描述和分析,基于直销企 业的人才需求与传统企业不同,作为本文写作的一大特点,特别是直销企业的营 销人员和直销人员的不同特点进行区别,分析出直销行业的营销人员的特点进行 胜任力模型的创建。 本文以直销企业的核心人才——营销人员招聘为主题,在基于胜任力模型基 础之上,在一个合法合规的直销企业框架布局前提条件下,对其营销人员招聘现 状分析,发现直销企业营销人员招聘存在的问题,结合直销企业内外部环境实际, 和直销企业的未来发展趋势,研究更加适合当下直销企业营销人员的招聘方案, 为企业在直销行业更好地发展,提供有效的人力资源支持,本文的分析和结论对 M 直销企业甚至类似企业人才招聘工作具有一定的指导性意义。 关键词:直销企业 营销人员招聘 胜任力模型基于胜任力模型的 M 直销企业营销人员招聘方案设计 I ABSTARCT As a form of new retail, direct selling is very different from the traditional industry. Direct selling enterprises have experienced ups and downs since they entered China in the 20th century and obtained legal industrial and commercial registration. Nowadays, how to regulate the operation and management of direct selling enterprises has become a hot topic in today's society. After the rights and health incident in December 2018, on February 14, 2019, the ministry of commerce suspended the approval and filing of direct selling, strictly allowed access, and intensified the investigation and rectification of enterprise violations. This is both a pain and an opportunity for the direct selling industry, and only the surviving enterprises can welcome the spring. Human resources are the core resources of an organization, so modern enterprises pay special attention to human resources management and gradually make it professional and systematic. Recruitment, as one of the important modules of enterprise human resource management, has a far-reaching impact on the development and management of human resources in the later stage. The quality of recruitment determines the level of talents of enterprises, affects the market competitiveness of enterprises, and determines the quality of enterprise management. Since competency and competency model put forward, in all aspects of business management in recent years has made remarkable achievements, academic and management at home and abroad are committed to the development of theory and model, development and application. Now by more and more enterprises use it as an important part of human resource management theory and methods. Based on the literature data to conduct the thorough research to the competency and competency model, and found suitable for direct post competency model theory of marketing personnel. This article by direct marketing concept and also gives a detailed description and analysis of the characteristics of the direct selling enterprises, based on the talent demands of direct selling enterprises and traditional enterprises, as a feature of this writing, especially the direct selling enterprises marketing personnel and marketing personnel to the different characteristics of, analyze the characteristics of the direct selling industry marketing personnel competency model creation. Based on the direct selling enterprises core talent recruitment, marketing as theABSTRACT II theme, based on the competency model, based on a legal compliance framework of direct selling enterprises layout premise condition, the analysis about the present situation of the marketing staff recruitment, found the problems of direct selling enterprises marketing staff recruitment, combining the reality of direct selling enterprises internal and external environment, and the future development trend of direct selling enterprises, research is more suitable for the direct selling enterprises marketing staff recruitment plan, in the direct selling industry to better development for the enterprise, offer effective human resources support, The analysis and conclusion of this paper have certain guiding significance for M direct selling enterprises and even similar enterprises to recruit talents. KEYWORDS: direct selling enterprises; marketing personnel recruitment; competence model基于胜任力模型的 M 直销企业营销人员招聘方案设计 1 目 录 第一章 绪论............................................................................................. 1 第一节 研究的背景及意义.............................................................................1 一、研究背景................................................................................................1 二、研究意义................................................................................................2 第二节 研究内容与方法......................................................................................2 一、研究内容................................................................................................2 二、研究思路................................................................................................3 三、研究方法................................................................................................4 第二章 相关概念及基本理论.................................................................5 第一节 胜任力理论.........................................................................................5 一、胜任力的概念及定义............................................................................5 二、胜任力模型及相关理论........................................................................7 第二节 员工招聘概述......................................................................................9 一、招聘的含义和内容................................................................................9 二、企业的招聘与选拔..............................................................................10 三、基于胜任力的招聘优点......................................................................10 第三节 直销企业营销人员的特殊性............................................................12 一、直销定义..............................................................................................12 二、直销行业及直销企业..........................................................................12 三、直销企业员工的特点..........................................................................14 第三章 M 直销企业的招聘现状..........................................................15 第一节 M 直销公司基本情况......................................................................15 一、M 企业简介.........................................................................................15 二、企业组织架构......................................................................................15 三、M 直销企业的人力资源现状.............................................................17 第二节 M 直销企业的营销人员招聘现状及存在的问题..........................19 一、招聘现状..............................................................................................19目录 2 二、招聘存在的问题..................................................................................22 三、招聘问题的原因剖析..........................................................................25 第四章 M 直销企业营销人员胜任力素质模型的建立......................27 第一节 胜任力模型的构建流程...................................................................27 一、胜任力素质模型建立的意义..............................................................27 二、模型建立的流程..................................................................................27 第二节 胜任力模型的初步建立...................................................................28 一、确定胜任力模型维度..........................................................................28 二、营销人员的岗位职责和任职要求说明..............................................28 三、建立市场营销人员胜任力要素标准..................................................29 第三节 营销人员招聘胜任力模型的确立...................................................30 一、问卷的设计及实施..............................................................................31 二、问卷结果的描述分析..........................................................................31 第五章 基于胜任力模型的 M 企业营销人员招聘方案设计...........35 第一节 营销人员招聘的目标与责任...........................................................35 一、基于胜任力模型的招聘目标..............................................................35 二、建立招聘组织......................................................................................35 三、明确招聘需求计划与成本预算..........................................................36 四、选择合适的招聘渠道及运用..............................................................36 第二节 招聘流程的设计...............................................................................37 第三节 招聘的筛选阶段................................................................................39 一、设计招聘信息并发布..........................................................................39 二、筛选符合胜任力模型要求的简历......................................................39 三、营销人员的面试设计与实施..............................................................40 第四节 录用和入职阶段...............................................................................43 一、人员的确定与背景调查......................................................................43 二、做好入职管理......................................................................................43 第五节 基于胜任力模型下的招聘评估阶段...............................................44 一、招聘成本效益评估..............................................................................44 二、招聘工作的评估..................................................................................44 三、对胜任力模型的评估..........................................................................44基于胜任力模型的 M 直销企业营销人员招聘方案设计 3 第六章 结论与展望...............................................................................46 第一节 研究结论...........................................................................................46 第二节 研究不足和展望...............................................................................46 一、研究不足..............................................................................................46 二、研究展望..............................................................................................47