首页 > 资料专栏 > 论文 > 专题论文 > 优化改进论文 > MBA硕士毕业论文_公司管培生培养制度优化研究PDF

MBA硕士毕业论文_公司管培生培养制度优化研究PDF

richeng***
V 实名认证
内容提供者
热门搜索
制度优化研究
资料大小:1380KB(压缩后)
文档格式:PDF
资料语言:中文版/英文版/日文版
解压密码:m448
更新时间:2022/9/25(发布于广东)

类型:金牌资料
积分:--
推荐:升级会员

   点此下载 ==>> 点击下载文档


文本描述
I 摘要 自我国土地制度改革以来,房地产行业迎来了迅猛发展的二十年。根据克而瑞编 制的2019年中国房地产企业销售排行数据显示,目前千亿房企34家,较2018年增加4家。 相比之前的高增量,在房地产规模增速趋缓的背景下,千亿房企新增数量明显减少。在 中央“稳地价、稳房价、稳预期”市场调控趋于常态化的政策下,房地产行业将趋于长期 平稳发展,市场的有限性使各梯队房企在销售金额门槛进一步提升、竞争加剧。市场竞 争的加剧使得目前房地产行业的人才竞争越来越激烈,越来越多房企将人才招聘的重 点放在了相对而言具有较高可塑性的高校应届毕业生群体,众多房企对校园优秀人才 进行了争夺。但房企大量招聘的管培生在进入企业后也凸显出了不少问题,对房企来 说如何科学地培养这些管培生,使其在企业中发挥最大的人力资源价值成为一个值得 研究的课题。 T公司自2006年开始进行校园招聘,并制定了相关的管培生人才培养计划,经过十 余年的探索及实践目前已形成了完备并具有企业特色的人才培养制度,但管培生培养 制度存在的问题也逐渐凸显。基于此,本文以T公司的管培生培养制度为研究背景,根 据存在的问题对管培生项目的培养制度进行重新设置和实施。首先通过查阅大量与人 才培养制度相关的理论文献,对相关理论进行梳理。其次,本文运用文献分析法、问卷 调查法、访谈调查法、统计分析法对T公司管培生培养制度问题进行挖掘,发现目前主 要存在轮岗制度、定岗制度及考核制度的设置有失合理性同时淘汰制度缺失等问题。 针对在问卷调查及访谈中显现的问题,结合人才培养的相关理论进行了管培生培养制 度的优化,通过延长轮岗周期,清晰界定轮岗路径及分区轮岗的方式对轮岗制度进行 优化,同时在定岗制度上也进行了优化,规避地区与集团人员资源分配不均的问题。在 考核制度上从原来的考核细则不明确,权限归集团的强管控模式向权限下放、多维评 价的方式转变,并在此基础上增加了淘汰机制。最后对优化后的培养制度进行了试行, 并跟踪检验试行的情况以此验证优化后培养制度的可行性。 本文对处于房地产企业中上游位置的T公司管培生培养制度进行问题诊断及优化 方案设置并检验其制度的可行性,完善了现有类似企业在管培生制度上的问题,期望 能为今后类似企业的管培生项目培养制度研究提供参考。 关键词:管培生;培养制度;制度优化 广东工业大学硕士学位论文 II Abstract Since China's land system reform, the real estate industry ushered in a rapid development of 20 years. According to the sales ranking data of real estate enterprises in China in 2019 compiled by c&r, there are 34 real estate enterprises with 100 billion RMB, 4 more than in 2018. Compared with the previous high increment, in the context of the slowdown in the growth of real estate scale, the number of new 100 billion housing enterprises significantly reduced. Under the central government's market regulation policy of "stabilizing land price, stabilizing housing price and stabilizing expectation", the real estate industry will tend to develop steadily in the long term. The limited market makes the selling amount threshold of various echelon housing enterprises further increase and competition intensify. The intensification of the market competition makes the talent competition in the real estate industry more and more fierce. More and more real estate enterprises focus on the recruitment of talents in the relatively flexible group of college graduates, and many real estate enterprises compete for outstanding talents on campus. However, a large number of management trainee recruited by real estate enterprises also highlighted many problems after entering the enterprise. For real estate enterprises, how to train these management trainee scientifically and make them play the maximum value of human resources in the enterprise has become a topic worth studying. T company began to carry out campus recruitment since 2006, and developed the relevant talent cultivation plan for management trainee. After more than 10 years of exploration and practice, a complete talent cultivation system with enterprise characteristics has been formed, but the problems in the cultivation system have gradually become prominent. Based on this, this paper takes the management trainee training system of T company as the research background, and resets and implements the management trainee training system according to the existing problems. Firstly, by consulting a large number of theoretical documents related to the talent cultivation system, the relevant theories are sorted out. Secondly, this paper USES the methods of literature analysis, questionnaire survey, interview survey and statistical analysis to dig into the cultivation system of management trainee in T company, and finds that there are mainly problems such as unreasonable establishment of post rotation system, post placement system and assessment system, and lack of elimination system. Aiming at the problems appeared in the questionnaire and interview, combining with the related theory of talent training carried out the optimization of GuanPeiSheng training system, through the extension of the rotational cycle, clearly defined path and rotational partition rotating way to Abstract III optimize the job rotation system, at the same time create positions on the system is optimized, avoid areas with group were uneven distribution of resources. In terms of the assessment system, the original assessment rules were not clear, and the strong management and control mode that the authority belongs to the group was changed to the way of delegation of authority and multi-dimensional evaluation. On this basis, an elimination mechanism was added. Finally, the optimized cultivation system was tried out, and the trial situation was followed up to verify the feasibility of the optimized cultivation system. In this paper, the management trainee training system of T company, which is located in the middle and upper reaches of real estate enterprises, is diagnosed and optimized, and the feasibility of the system is tested, so as to improve the existing problems in the management trainee system of similar enterprises, and provide reference for the future research on the management trainee training system of similar enterprises. Key words: Management Trainee; Training System; System Optimization 广东工业大学硕士学位论文 IV 目 录 摘要 ....... I Abstract ..II 目 录 .... IV Contents ............................. VII 第一章 绪论 ........................... 1 1.1选题背景与意义 ............ 1 1.2研究思路与技术路线 .... 2 1.3研究方法........................ 3 1.4论文主要内容 ................ 3 1.5论文创新点.................... 4 第二章 研究现状及理论基础 5 2.1管培生相关概念 ............ 5 2.1.1管理培训生 ............. 5 2.1.2管理培训生项目 ...... 5 2.2人才培养相关概念 ........ 6 2.2.1人才培养模式 ......... 6 2.2.2人才培养制度 ......... 6 2.3研究现状 ....................... 6 2.3.1国外研究现状 ......... 6 2.3.2国内研究现状 ......... 7 2.4相关理论依据 ................ 9 2.4.1人力资本理论 ......... 9 2.4.2双因素理论 ........... 10 2.4.3胜任力模型 ........... 10 2.4.4工作轮换 ............... 11 2.5本章小结 ..................... 11 第三章 T公司管培生人才培养制度的运作现状 ............................. 13 3.1 T公司基本概况 ........... 13 目 录 V 3.1.1 T公司业务范围及行业位置 ................ 13 3.1.2 T公司组织架构 .... 13 3.1.3 T公司人员层级划分 ........................... 16 3.1.4 T公司人员状况 .... 16 3.2 T公司管培生项目总体概述 ...................... 19 3.2.1 T公司管培生项目概况 ........................ 19 3.2.2 T公司管培生现状 19 3.3 T公司管培生人才培养制度发展现状 ....... 20 3.3.1 T公司管培生定位 20 3.3.2 T公司管培生培养目标 ........................ 22 3.3.3 T公司管培生培养方案 ........................ 22 3.4本章小结 ..................... 25 第四章 T公司管培生培养制度存在问题及原因 ............................. 26 4.1 T公司管培生人才培养制度调查设计 ....... 26 4.2 T公司管培生人才培养制度问卷调查结果分析 ....................... 27 4.2.1 问卷调查具体数据 .............................. 27 4.2.2 问卷调查数据分析 .............................. 31 4.3 T公司管培生人才培养制度访谈结果分析 .............................. 34 4.4 T公司管培生人才培养制度存在问题与原因总结 ................... 36 4.5本章小结 ..................... 39 第五章 T公司管培生人才培养制度优化 .......... 40 5.1 T公司管培生人才培养制度优化思路 ....... 40 5.2 T公司管培生人才培