【正文】 ning system also needs excellent enterprise culture, improve the training system, effective incentive mechanism, information management platform to support. In short, how to effectively implement employee occupation career planning and management to bee the enterprise development strategy of the problem of justice. SMGF pany based on reality, advancing with the times, fe ahead, and actively explore the establishment of suitable enterprise employee occupation career planning system the feasible road, finally achieved some success, to improve V the pany39。s human resources management level, for the pany39。s sustainable development and make due contributions to. KEY WORDS： Occupation career， Chemical fiber， Stateowned enterprises， Occupation channel VI VII 目 錄 摘 要 ..................................................................... I ABSTRACT ................................................................ III 第 1 章 前 言 ............................................................. 1 研究背景 .......................................................... 1 研究意義 .......................................................... 2 研究方法及思路框架 ................................................ 3 研究方法 ..................................................... 3 國內(nèi)外研究現(xiàn)狀 .................................................... 4 國外研究現(xiàn)狀 ................................................. 4 國內(nèi)研究現(xiàn)狀 ................................................. 6 第 2 章 有關(guān)概念界定、理論基礎(chǔ)及職業(yè)生涯規(guī)劃的過 程 ........................ 7 有關(guān)概念的界定 .................................................... 7 職業(yè) ......................................................... 7 職業(yè)生涯 ..................................................... 7 職業(yè)生涯規(guī)劃 ................................................. 7 職業(yè)生涯規(guī)劃理論 .................................................. 8 職業(yè)性向理論 ................................................. 8 需要層次理論、雙因素理論 ..................................... 8 職業(yè) 人匹配理論 .............................................. 9 職業(yè)錨理論 ................................................... 9 職業(yè)生涯規(guī)劃的過程 ............................................... 10 第 3 章 SMGF 公司員工職業(yè)生涯規(guī)劃現(xiàn)狀分析 ................................ 13 SMGF 公司簡介 ..................................................... 13 基本概況 .................................................... 13 組織架構(gòu) .................................................... 13 SMGF 公司人力資源現(xiàn)狀及其分析 ..................................... 14 VIII 員工配置狀況 ................................................ 14 年齡結(jié)構(gòu)分析 ................................................ 15 學(xué)歷結(jié)構(gòu)分析 ................................................ 16 性別分析 .................................................... 16 問卷調(diào)查 ......................................................... 17 問卷結(jié)構(gòu)以及量表設(shè)計(jì) ........................................ 17 問卷回收 .................................................... 17 樣本情況分析 ................................................ 17 調(diào)查數(shù)據(jù)的分析 .............................................. 18 職業(yè)生涯規(guī)劃管理現(xiàn)狀及其分析 ..................................... 19 對(duì)職業(yè)生涯管理不重視 ........................................ 19 晉升通道狹窄 ................................................ 20 員工配置僵硬化 .............................................. 20 職業(yè)生涯培訓(xùn)真空 ............................................ 21 職業(yè)生涯規(guī)劃管理的必要性和可行性分析 ............................. 21 人力資源規(guī)劃的必要性 ........................................ 21 人力資源規(guī)劃的可行性 ....................................... 22 第 4 章 SMGF 公司職業(yè)生涯規(guī)劃設(shè)計(jì) ........................................ 25 員工職業(yè)生涯設(shè)計(jì)的原則 ........................................... 25 雙贏原則 .................................................... 25 全員參與原則 ................................................ 25 差異性原則 .................................................. 25 階段性原則 .................................................. 26 系統(tǒng)性原則 .................................................. 26 職業(yè)生涯通道設(shè)計(jì)的四種模式 ....................................... 26 管理類員工 .................................................. 26 技術(shù)類員工 .................................................. 27 技能類員工 .................................................. 28 輔助類員工 .................................................. 28 IX 不同階段員工職業(yè)生涯的動(dòng)態(tài)管理 ................................... 28 新入職員工階段 .............................................. 29 正式員工階段 ................................................ 30 后期退出階段 ................................................ 31 第 5 章 SMGF 公司員工職業(yè)生涯管理實(shí)施的保障體系 .......................... 33 營造優(yōu)秀的企業(yè)文化 ............................................... 33 完善培訓(xùn)開發(fā)體系 ................................................. 33 新員工的崗前培訓(xùn) ............................................ 34 開展豐富的培訓(xùn) .............................................. 34 指導(dǎo)人制度 .................................................. 34 標(biāo)桿學(xué)習(xí)法 .................................................. 34 薪酬激勵(lì)機(jī)制 ..................................................... 35 基本 工資 .................................................... 35 技術(shù)職務(wù)工資 ................................................ 35 年功工資 .................................................... 35 獎(jiǎng)金 ........................................................ 36 項(xiàng)目工資 .................................................... 36 信息化管理平臺(tái) ................................................... 36 結(jié) 論 .................................................................... 37 參考文獻(xiàn) ................................................................. 39 附錄 A 員工職業(yè)生涯規(guī)劃管理情況調(diào)查問卷 ................................. 41 致 謝 ...........