【正文】 理工作相對(duì)滯后。本文通過(guò)對(duì)國(guó)內(nèi)外職業(yè)生涯規(guī)劃管理研究現(xiàn)狀的把握，結(jié)合相關(guān)的理論知識(shí)，系統(tǒng)闡述了企業(yè)員工職業(yè)生涯規(guī)劃管理的過(guò)程，并結(jié)合 SMGF 公 司的案例分析，針對(duì)該公司人力資源工作中存在的問(wèn)題，探索出一套適合本公司員工發(fā)展的職業(yè)生涯規(guī)劃管理體系。員工方面，主要包括：自我評(píng)估即員工對(duì)其整個(gè)職業(yè)生涯發(fā)展過(guò)程中機(jī)會(huì)的分析判斷，確定和明確自我職業(yè)發(fā)展目標(biāo)，并且制定出具體的發(fā)展規(guī)劃，實(shí)施發(fā)展規(guī)劃，反饋評(píng)估等一系列過(guò)程。 SMGF 公司職業(yè)生涯管理 方面存在著一些問(wèn)題，譬如公司領(lǐng)導(dǎo)對(duì)員工職業(yè)生涯規(guī)劃管理的重要性認(rèn)識(shí)不足，員工職業(yè)晉升通道狹窄，以及員工崗位配置僵硬化和員工職業(yè)生涯培訓(xùn)管理的真空等，這些問(wèn)題都彰顯出企業(yè)要實(shí)施員工職業(yè)生涯規(guī)劃管理的必要性。同時(shí)，根據(jù)不同崗位， SMGF 公司職業(yè)生涯規(guī)劃管理過(guò)程中設(shè)立了管理、技術(shù)、技能和輔助服務(wù)四個(gè)職系，并針對(duì)各職系的特點(diǎn)設(shè)置了相應(yīng)的職業(yè)發(fā)展路徑。 II 總之，如何有效地實(shí)施員工職業(yè)生涯規(guī)劃管理成為企業(yè)發(fā)展戰(zhàn)略的題中之義。 關(guān)鍵詞 ： 職業(yè)生涯，化工化纖，國(guó)有企業(yè)，職業(yè)通道 III ABSTRACT In the knowledge economy era, the petition among enterprises is being increasingly incandescent, traditional capital, technology petition has let in the petition of talents, talents has bee the core of enterprise development strategies, the development and expansion of enterprises to highquality personnel for the protection of. At present, Chinese enterprise human resource management work is faced with many problems, the most prominent of which is the enterprise employee occupation career planning management system lack. Enterprises to carry out effective employee occupation career planning, can exploit the potential of employees, improve the quality of human resources, to meet their different occupation development needs, enhance its stability, initiative, sense of belonging, thus realizing the mon development of enterprises and employees. As a large stateowned enterprises, due to the traditional personnel management system, the SMGF pany human resources management work relative lag. The author thinks, SMGF pany should make employee occupation career planning and management in the pany39。s case analysis, according to the pany39。s overall planning and strategic management. Employees, mainly including: self assessment is the staff over its entire occupation career development process analysis to determine opportunities, and IV explicit self occupation development goals, and work out the specific development plan, the implementation of development planning, feedback and a series of processes. Enterprise, primarily for the staff to provide development opportunities, help them to improve their skills and occupation acplishment occupation, allowing employees to clear its occupation development direction, make with enterprise development goals, to achieve two harmonious development. SMGF39。s occupation career planning and management process of setting up a management, technology, skills and auxiliary service in four grades, and for all grades of feature set corresponding to the occupation development path. Good occupation career planning 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 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(guó)內(nèi)外研究現(xiàn)狀 .................................................... 4 國(guó)外研究現(xiàn)狀 ................................................. 4 國(guó)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(guò) 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(guò)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(jiǎn)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(wèn)卷調(diào)查 ......................................................... 17 問(wèn)卷結(jié)構(gòu)以及量表設(shè)計(jì) ........................................ 17 問(wèn)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