太重煤機企業(yè)技術(shù)人才管理探析

1、太重煤機企業(yè)技術(shù)人才管理探析AbstractIn recent years, the reform process of the state-owned enterpriseshas been accelerating, to a certain extent, it has touched the original pattern ofinterest. In the process of participating in the market competition, most of theemployees get out of the previous outlook on job s

2、election, jump out of thepersistence of the iron rice bowland begin to contrast the enterprises fromvarious aspects, although China has a state of state. Enterprises still occupy acertain competitive advantage in the talent market, but still feel the importanceof employee turnover in the reform. Bec

3、ause employees begin to chooseenterprises and jobs that can meet their own development from the developmentprospects, salary treatment, welfare level, working environment and atmosphere.Why is there a brain drain in state-owned enterprises with naturaladvantages? What is the demand for technology ta

4、lents? How can we effectivelycontrol and avoid the problem of brain drain in state-owned enterprises? Thisarticle has been written on these questions. Through in-depth investigation andResearch on the heavy coal machinery Co., Ltd., this paper analyzes the currentsituation and characteristics of the

5、 brain drain of too heavy coal machinery Co.,Ltd. and its impact on all aspects, and explores the real causes leading to the lossof talent, and then puts forward the corresponding countermeasures to alleviatethe brain drain. This paper hopes to attract the attention of managers of state-owned enterp

6、rises to the problem of brain drain, improve the managementlevel of the human resources of the state-owned enterprises, and then improvethe competitiveness of the state-owned enterprises. As the central provincialcapital city of Taiyuan, Shanxi Province, the in-depth understanding and fieldinvestiga

7、tion of the old state-owned enterprise too heavy coal machinery Co.,Ltd. will help people to know more truly the overall situation of the difficulttransformation of the resource based enterprises at the present stage.In the first two chapters of this article, the author expounds the writingintention

8、 and method of writing, and gives a brief review of the related researchin the academic field, and discusses the related concepts and theoreticalfoundations. The third chapter describes the current situation of technicalpersonnel loss in Tai Zhong Coal Machine Co., Ltd. In the fourth chapter,through

9、 the case study and questionnaire survey, we find the existing problemsand analyze the reasons behind it. In the fifth chapter, based on the actualsituation of the heavy coal machine, aiming at the existing problems, the authorputs forward some feasible ways to improve it. Although it is aimed at th

10、especial research of the heavy coal machine limited company, it is hoped toprovide useful reference for the human resource management of the vastresource - based state-owned enterprises in our country.Although there is a lot of research on the problem of brain drain, theresearch is relatively weak,

11、and the research on a particular state-owned machinemanufacturing enterprise is relatively small. This paper studies the problem of brain drain in the company limited by heavy coal, and goes deep into thecompany. Through interviews with the lost talents and questionnaire survey tothe employees of th

12、e company, this paper analyzes the main reasons that affectthe turnover of the company employees, and puts forward the countermeasuresand suggestions to alleviate the problem of brain drain. The division of humanresources management has made useful suggestions. It also provides a referencefor other

13、similar enterprises. With the method of interview and questionnairesurvey, this paper deeply analyzes the problems in the human resourcemanagement of too heavy coal machine Co., Ltd., analyzes the causes of thebrain drain, and explores the countermeasures to solve the brain drain.Keyword: State-owne

14、d enterprises;Taiyuan heavy coal machine Co.;Technician;Brain drain目錄1 緒論.1.1 選題背景及意義.1.1.1 現(xiàn)實背景.1.1.2 研究意義1.2 國內(nèi)外研究現(xiàn)狀綜述.1.2.1 國內(nèi)研究綜述.1.2.2 國外研究綜述.1.3 研究思路與研究方法.1.3.1 研究思路.1.3.2 研究方法.2 相關(guān)概念與理論根底.2.1 相關(guān)概念2.1.1 人才的概念.2.1.2 人才流失的內(nèi)涵.2.2 理論根底.2.2.1 人力資本理論.2.2.2 人力資源管理理論.2.2.3 相關(guān)鼓勵理論.3 太重煤機技術(shù)人才流失現(xiàn)狀及其影響.3.

15、1 太重煤機人力資源概況.3.1.1 公司機構(gòu)設(shè)置情況.3.1.2 公司人力資源概況.3.2 太重煤機技術(shù)人才流失現(xiàn)狀.3.2.1 技術(shù)人才流失現(xiàn)狀.3.2.2 技術(shù)人才流失的特點.3.3 太重煤機技術(shù)人才流失的影響.3.3.1 對員工個人的影響.3.3.2 對企業(yè)的影響.3.3.3 對社會造成的影響.4 太重煤機技術(shù)人才流失的案例及問卷調(diào)查.4.1 技術(shù)人才流失的相關(guān)案例.4.1.1 一線技術(shù)人才離任的訪談.4.1.2 研發(fā)型技術(shù)人才離任的訪談.4.2 問卷設(shè)計原那么.4.3 問卷根本情況.4.3.1 問卷回收情況.4.3.2 調(diào)查對象.4.4 員工滿意度模型.4.5 技術(shù)人才流失的原因.4.5.1 薪酬制度不科學.4.5.2 用人機制不合理.4.5.3 鼓勵與約束機制不健全.4.5.4 員工社會福利保障不完善.4.5.5 良好的企業(yè)文化缺乏.5 太重煤