【正文】 拋錨”。職務(wù)變動發(fā)展又可以分為晉升和輪崗兩種形式，這是在職業(yè)發(fā)展通道圖中可以表示出來的。由于職業(yè)生涯成功方向和標(biāo)準(zhǔn)的多樣性，企業(yè)應(yīng)根據(jù)員工的具體情況來制定個性化的職業(yè)生涯開發(fā)和管理策略，這是對員工人格價值的尊重。員工的職業(yè)選擇過程也并不局限于企業(yè)的某一職位層級，而往往不少的人在能力達(dá)到較高層次時，并沒有確定自己的職業(yè)錨；員工在具體某一職位上，也存在著從逐漸適應(yīng)到穩(wěn)定的過程。同時對企業(yè)來說，為員工打造健全的內(nèi)部成長機制，實際上是有效的開發(fā)企業(yè)內(nèi)部的人力資源，為未來發(fā)展培養(yǎng)和儲備各類人才，使具有不同能力素質(zhì)、不同職業(yè)興趣的員工都能找到適合自己的上升途徑，最終促使公司穩(wěn)定、持續(xù)和高速地成長。 在論文即將完成之際，我的心情無法平靜，從開始進(jìn)入課題到論文的順利完成，有多少可敬的師長、同學(xué)、朋友給了我無言的幫助，在這里請接受我誠摯的謝意!最后我還要感謝培養(yǎng)我長大含辛茹苦的父母，謝謝你們!商學(xué)院2006級工商管理專業(yè)畢業(yè)生 孫晶 2006年06月15日【附錄】（. Human Resource Accounting [M]. JossesBass Inc Publishers，2000）原 文Career Stages The fact that individuals pass through different stages during their careers is evident. It is also understandable that individual needs and motives are different from one stage to the next. But managing careers requires a more plete description of what happens to individuals during these stages. One group of individuals whose careers are of special significance to the performance of modern organizations is the professionals. ”Knowledge work”—such as professional accounts, information systems specialists, scientists, and engineers—are one of the fastest –growing segments of the workfare. This segment constitutes 32 percent of the workforce at present.ⅠYoung professionals enter an organization with technical knowledge but often without an understanding of the organizations demands and expetations. Consequently, they must work fairly closely with more experienced people. The relationship that develops between the young professionals and their supervisions is an apprenticeship. The central activities in which apprentices are expected to show petence include learning and following directions. To more successfully and effectively through stageⅠ,one must be able to accept the psychological state of dependence. Some professionals cannot cope with being place in situation similar to that which they experienced in school. They find that they are still being directed by an authority figure, us as they were in school, where as they had anticipated that their first job would provide considerably more freedom.Ⅱ Once through the dependent relationship of stageⅠ,the professional employee moves into stageⅡ,which calls for working independently. Passage to this stage depends on the employee’s having demonstrated petence in some specific technical expertise my be in content area, such as taxation, product testing, or quality assurance, or it may be in a skill area, such as puter applications. The professionals primary activity in stageⅡ is to be an independence may pose some problems because it is in such stark contrast to the state of dependence required in stageⅠ.StageⅡ is extremely important for the professional’s future career growth. Those who fail at this storage typically do so because they do not have the necessary selfconfidence.ⅢProfessionals who enter stageⅢ are expected to bee the mentors of those in stageⅠ.They also trend to broaden their interests and to deal more and more with people outside the organization. Thus, the central activities of professionals at this stage are training and interaction with others. StageⅢ professionals assume responsibility for the work of others, and this characteristic of others that is of primary concern. Individuals who cannot cope with this new requirement may decide to shift back to stageⅡ. Individuals who derive satisfaction from seeing other people move onto bigger and better jobs will be content to remain in stageⅢ until retirement.ⅣSome professional employees remain in stageⅢ。一個人要成功有效的通過第一階段則必須要接受一種依賴的心理狀態(tài)。第二階段對專業(yè)人員將來的發(fā)展極端重要，一般說來，在此階段失敗的人將來不能很好的發(fā)展，因為他們不具有足夠的自信。4． 第四階段 一部分專業(yè)人員保持在第三階段，對這些人來說，第三階段是職業(yè)生涯的重要階段，另一部分專業(yè)人員進(jìn)步到另外一個階段。第四階段的人必須學(xué)習(xí)具有影響力——也就是把命令方式的實踐領(lǐng)導(dǎo)能力運用在觀念的培養(yǎng)、員工的選擇和組織的設(shè)計中。他們的主要工作關(guān)系是去發(fā)掘和幫助繼承者的事業(yè)，與其野外的關(guān)鍵人物打交道。不能達(dá)到新的要求的人可能決定轉(zhuǎn)回第二階段，而那些能從照管他人中得到滿足感的人會開展更重要和更有價值的工作。第二階段專業(yè)人員的首要任務(wù)是在所選擇的領(lǐng)域成立意見的“獨立貢獻(xiàn)者”，希望專業(yè)人員更少的依靠他人的指導(dǎo)。年輕的專業(yè)人員與他們的指導(dǎo)者之間形成的關(guān)系稱為“師徒關(guān)系“。另外，還要感謝我的母?！綎|建筑大學(xué)。本文以東莞某電子開發(fā)公司為研究對象，以點代面，分析了我國企業(yè)在環(huán)境大變遷中普遍存在的職業(yè)生涯管理問題，并結(jié)合我國企業(yè)的自身特點，就各種問題提出了相應(yīng)的對策，分別從職業(yè)生涯發(fā)展的選擇階段和穩(wěn)定階段兩個方面實施不同的職業(yè)生涯管理系統(tǒng)。職業(yè)選擇階段與職業(yè)穩(wěn)定階段這一劃分是員工以職業(yè)錨的出現(xiàn)為依據(jù)的。② 職業(yè)成功評價職業(yè)成功是員工個人職業(yè)生涯目標(biāo)的實現(xiàn)，當(dāng)然它的含義也因人而異，具有很強的針對性。第一種途徑是垂直的，即平時所說的提升，從下一層職位升到上一層，要求員工能達(dá)到目標(biāo)職位所需的條件，如能力、素質(zhì)等；第二種途徑是向內(nèi)的，即向核心集團(tuán)靠攏，從而分享一些內(nèi)部秘密，它并不一定伴隨職位的升遷，但要求員工用實際的行動來證明自己是值得信賴的，并獻(xiàn)身于企業(yè)；第三種途徑是水平的，即在機構(gòu)內(nèi)部不同功能的部門間進(jìn)行輪換，在同一級別的不同職位上水平移動，從而接觸企業(yè)的方方面面，為長期的發(fā)展打下基礎(chǔ)。企業(yè)在實際的職業(yè)生涯管理工作中，可以通過對員工的調(diào)查，了解員工的職業(yè)興趣、能力和人生價值觀，提供必要的培訓(xùn)指導(dǎo)和其他條件，幫助員工確定其職業(yè)錨，并針對員工的不同情況，設(shè)法使員工特別是核心員工“拋錨”，這樣有利于企業(yè)正確選擇、使用和留住所需要的人才。具有這類職業(yè)錨的人具有分析能力、人際溝通能力和情感能力的強強組合，成為管理人員的強烈動機，以提升等級和收入作為衡量成功的標(biāo)準(zhǔn)