辽河油田科技人才管理与开发研究

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作者：王玉生 论文级别：硕士 学科专业名称：工商管理 中文关键词：管理与开发 ; 人才 ; 人力资源 英文关键词：management and development ; talent ; human resource 学位年度：2003 导师：王国红 学科代码：120202 学位授予单位：大连理工大学 论文提交日期：2003-08-18 答辩委员会主席：戴大双

摘要

当前，世界经济全球化的趋势在曲折中发展，科技进步日新月异，来自国家、企业或跨国公司的竞争日趋激烈。虽然竞争无处不在，虽然竞争的细胞早已渗透到资源、市场、技术等各个领域，但是，当今和未来的竞争，说到底终究是人才的竞争。为了在竞争中赢得优势，各国无不重视人力资源管理与开发工作，以美国为代表的西方发达国家抢占先机，最早制定了人力资源开发战略，并采取各种措施，在全球范围内争夺人才。战后的日本依靠人才优势，在经济恢复和高速发展时期形成了日本人力资源管理与开发模式，成为资本主义灵活大规模生产的典范。面对世界范围内的人才竞争，我国也积极采取应对措施，制定了《2002-2005年全国人才队伍建设规划纲要》，并在国家“十五”计划中，把实施人才战略纳入经济和社会发展的总体规划和布局之中，这在党和国家的历史上都是第一次。但是，要在更大范围和更深程度上参与国际经济合作与竞争，我们的人才队伍建设在人才总量、人才结构、人才素质等方面还存在一些不相适应的地方。辽河油田是在计划经济的土壤里成长起来的国家控股石油公司，近年来，在科技人才队伍的建设上，虽然做了一定的探索，也取得了一定的经验，但是，与当今人力资源新理论相比、与发达国家的人力资源实践相比，还存在着很多问题需要解决。如人才机制不活、激励不足、人才结构不尽合理等，在人才的管理与开发上，与当今的学习理论、系统理论、效绩理论、经济学理论的要求还相差甚远。为了解决这些问题，本文在充分进行理论探讨、调查分析基础上，提出适合辽河油田实际的科技人才管理与开发工作思路。就是坚持以科技人才能力建设为主题，坚持以调整和优化科技人才结构为主线，坚持以培养和选拔优秀科技人才为重点，坚持以机制创新为动力，重点抓好科技人才的选拔、使用、激励、培训和人力资源部门自身建设五个环节，全面加强辽河油田的科技人才管理与开发工作。在调查分析的基础上，本文有针对性地提出了六项配套机制，以保证科技人才管理与开发工作思路的实现。
This time, economic globalization is developing though in a zigzag way. Scientific and technological progress updates itself everyday, and competitions between nations, enterprises and international companies are becoming tenser. However, all competitions, after all are those of talents, even though they've been penetrated into fields of resources, market and technology. To gain advantages in competition, all nations have valued highly human resource development and management. Western developed countries represented by the States are the first to set the strategy of human resource development, and have taken measures to fight for talents worldwide. Postwar Japan, relying on its human resource advantages, has formed its mode of human resource development and management during its economic recovery and rapid growth, and has become the model of large-scale production among capital society. Facing worldwide competition of talents, our country has taken positive measures, working out "2002 - 2005 Plan for Construction of National Team of Talents", and has included human resource strategy into the General Plan of economic and social development in the 10th five-year-plan. This is the very first time in history. However, in aspects of our human resource amount, structure and qualification, some improper items do exist for further international economic cooperation and competition. Liaohe Oilfield is a national oil company out of the planning economy. In recent years, certain studies have been conducted and experiences accumulated in constructing a team of scientific and technical personnel. Yet comparing with current new theories and practices of human resource in developed countries, many problems still needs to be solved, such as non-flexible mechanisms, less motivation, unreasonable structures of personnel. In human resource development and management, there is a far distance from what is required by theories of study, systems, performance and economics. In order to find solutions for above problems, based on adequate discussion, investigation and analysis, a concept suitable for human resource development and management in Liaohe Oilfield has been put forward in the paper. Five procedures of selection, usage, motivation, training and self-improvement of personnel shall be taken good care of to enhace overall management and development of scientific and technical personnel in Liaohe
    
    
    
    Oilfield, taking the build-up of that as subject, regulation and optimization of structures as mainline, training and selecting of excellent as key issue and innovative mechanism as motivation. Six completed mechanisms have been proposed to have the concept realized.

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