基于勝任力特征的財務人員職業晉升體系設計

人力資源論文編號:RL025  字數:19782,頁數:40  本篇論文包含任務書,開題報告,論文,文獻綜述,外文翻譯,等  

目錄
一、緒論 ................................................1
（一）人力資源戰略與規劃 ................................1
（二）勝任力和勝任力模型................................ 1
1、勝任力概念 ...........................................1
2、勝任力模型............................................2
（三）關于職業晉升的理論................................ 5
1、晉升機制概述 .........................................5
2、晉升機制影響流失率的原因分析 .........................5
3、建立良好的晉升機制....................................6
（四）企業內部供給預測方法.............................. 7
（五）職業生涯規劃...................................... 7
二、長沙三一重工有限公司的人力資源規劃分析 ..............8
（一）公司的背景概況、組織結構及發展戰略 ................8
1、公司的背景概況 .......................................8
2、組織結構............................................. 9
3、發展戰略 .............................................9
（二）診斷該公司在人力資源規劃方面存在的問題 ...........10
（三）對公司實施內部財務人力資源培養的可能性及必要性分析10
1、可能性 ..............................................10
2、必要性...............................................11
三、基于勝任力模型的財務人員職業晉升體系設計 ...........12
（一）職業晉升體系設計的職位系列選擇....................12
（二）職業晉升的流程設計............................... 13
1、做出有效晉升決策的五個步驟 ..........................13
2、員工晉升控制流程.................................... 14
（三）各層級財務人員的勝任力模型 .......................16
1、出納的勝任力模型 ....................................16
2、會計的勝任力模型 ....................................16
3、主辦會計的勝任力模型.................................17
4、財務主管的勝任力模型................................ 18
5、財務經理的勝任力模型.................................18
6、財務總監的勝任力模型 ................................19
7、財務人員勝任力標準等級圖............................ 21
四、基于勝任力模型的職業晉升應用 .......................22
（一）財務人員的考評結果............................... 22
（二）財務職業晉升體系——人員替換圖 ...................26
五、結論............................................... 28
（一）本文的結論....................................... 28
（二）需要進一步研究的問題 .............................28
致謝 ...................................................29
參考文獻............................................... 30
附錄 ...................................................31
附錄1.................................................. 31
附錄2.................................................. 33
附錄3 ..................................................34
附錄4 ..................................................36

摘    要
晉升是指員工由較低層級職位上升到較高層級職位的過程，是一種在對在職員工個人努力和能力認可的前提下的職位調整。它建立在客觀評價基礎上，調整的目的是讓員工找到適當的崗位，以利于更好的發揮和實現自己的價值，同時實現組織的目的。基于勝任力的職業晉升是通過比較員工本身的素質能力與崗位本身的勝任力標準，從而確定員工是否能晉升的一種晉升方法。    本文從勝任力模型和職業晉升的基本理論入手，通過對背景公司的調查了解和相關資料的查閱，建立了該公司財務人員的勝任力模型。筆者以此為基礎，結合員工職業生涯規劃、員工績效考核和知識測評結果設計了該公司財務人員職業晉升體系。
本文第一部分對勝任力模型、職業晉升、人力資源規劃、職業生涯規劃等理論進行了概述；第二部分對長沙三一重工有限公司人力資源規劃的現狀及存在的問題進行診斷，以及對本次人力資源規劃并設計職業晉升體系的可能性和必要性進行了分析；第三部分在前兩部分的基礎上，結合公司的業務流程，確定職業晉升的流程。參考相關文獻，對財務人員的勝任力進行分析，形成了各等級財務人員的勝任力模型；第四部分是本次基于勝任力模型的職業晉升的應用；第五部分是論文的結論以及需要進一步研究的問題。

關鍵詞：職業晉升；勝任力；職業生涯規劃；人力資源規劃

Abstract
Promotion is the process for staff rising from inferior positions to superior ones, which is a rank adjustment after the recognition of their personal efforts and abilities. It is founded on the basis of objective eva luation and the purpose of this adjustment is to suit the staffs to the proper positions, so that self-value can be carried out and realized, that the goal of an organization achieved.
This thesis is to build a model to measure the competence of the financial staff in this company on the basis of competence modeling and the theory of promotion, by the investigation of the company’s background and the research on the relevant information. On this basis, the promotion system of the financial staffs in the company is designed, together with the combination of staffs’ occupational planning, performance appraisal, and knowledge testing results.
In the first part of my paper, introductions will be given to the theories of competence modeling, occupational promotion and human resource planning. In the second part, diagnosis of the status in quo  and existing problems in human resource planning of Zhejiang Baoyi Investing Group Company Ltd.. Besides, the possibility and necessity of this human resource planning and the designing of the promotion system will be analyzed. Given the above two parts, the promotional procedure will be decided according to its operational flow. I referred to relevant references to have an analysis of financial staffs’ competence, thus making up their hierarchical competence models. The forth part is the application of this competence modeling in the occupational promotion. The last part of the paper is the conclusion and present of some problems to be further discussed.

Key words：Occupational promotion; Competence; Occupational planning; Human resource planning