摘要
二十一世紀(jì)經(jīng)濟(jì)全球化發(fā)展的新形勢(shì)，使企業(yè)面臨著更加殘酷激烈的國(guó)
際化市場(chǎng)競(jìng)爭(zhēng)的挑戰(zhàn)，要在競(jìng)爭(zhēng)中求得生存和發(fā)展，企業(yè)就必須堅(jiān)持以人為
本，注重人力資源的開(kāi)發(fā)，把員工的學(xué)習(xí)培訓(xùn)作為企業(yè)建設(shè)發(fā)展中的一個(gè)戰(zhàn)
略性問(wèn)題，予以高度重視。進(jìn)行企業(yè)員工培訓(xùn)戰(zhàn)略地位的研究、對(duì)當(dāng)前企業(yè)
員工培訓(xùn)存在問(wèn)題的分析和企業(yè)員工培訓(xùn)機(jī)制的創(chuàng)新、培訓(xùn)措施的實(shí)施，這
既是企業(yè)現(xiàn)實(shí)生存的需要，也是企業(yè)長(zhǎng)遠(yuǎn)發(fā)展的必然要求。
本論文以中鐵十四局集團(tuán)有限公司員工培訓(xùn)為視角，對(duì)當(dāng)前我國(guó)國(guó)有大
型建筑企業(yè)的員工素質(zhì)進(jìn)行了深入分析，就建筑業(yè)如何面對(duì)加入wTO、全球
經(jīng)濟(jì)一體化的挑戰(zhàn)和機(jī)遇，把員工培訓(xùn)在企業(yè)可持續(xù)發(fā)展、打造企業(yè)核心競(jìng)
爭(zhēng)力、提高員工素質(zhì)、減少企業(yè)管理成本、塑造企業(yè)形象中的作用進(jìn)行了比
較深刻地闡述。
本文通過(guò)對(duì)國(guó)外企業(yè)員工培訓(xùn)的闡述與比較，系統(tǒng)分析了我國(guó)建筑企業(yè)
員工培訓(xùn)的現(xiàn)狀、主要問(wèn)題、差距及其成因，同時(shí)也為建筑業(yè)員工培訓(xùn)的發(fā)
展指明了方向。
本文以人力資源管理和組織行為學(xué)的理論為基礎(chǔ)，堅(jiān)持理論聯(lián)系實(shí)際，
重點(diǎn)就中鐵十四局員工培訓(xùn)及培訓(xùn)績(jī)效的評(píng)價(jià)、培訓(xùn)績(jī)效評(píng)價(jià)的基本方法、
培訓(xùn)流程、存在問(wèn)題及對(duì)策等提出了新的設(shè)計(jì)構(gòu)架模型及其實(shí)現(xiàn)的途徑和方
法。從而對(duì)大型建筑企業(yè)員工培訓(xùn)在已有實(shí)踐的基礎(chǔ)上進(jìn)行了新的積極探
索。為中鐵十四局及與其同類(lèi)的大型建筑施工企業(yè)在參與全球化的市場(chǎng)競(jìng)爭(zhēng)
中，加強(qiáng)員工培訓(xùn)、提高員工素質(zhì)，全面提升企業(yè)的核心競(jìng)爭(zhēng)力，提供了一
套理論與實(shí)際相結(jié)合、具有重要參考價(jià)值的員工培訓(xùn)體系。
本課題研究結(jié)果對(duì)中鐵十四局集團(tuán)有限公司的員工培訓(xùn)具有直接指導(dǎo)
作用;對(duì)其他國(guó)有大型建筑施工企業(yè)的員工培訓(xùn)也有一定借鑒參考價(jià)值。
關(guān)鍵詞:建筑企業(yè)人力資源員工培訓(xùn)制度管理創(chuàng)新
第一章
3.2
3，3
3.4
1.3.5
第二章
2.2
2.2
2.2.2
2.2.3
2.2.4
2.2.5
2.2.6
2.2.7
緒論···························································
我國(guó)建筑企業(yè)面臨的挑戰(zhàn)與機(jī)遇·······················
我國(guó)建筑企業(yè)的員工素質(zhì)································
大中型國(guó)有建筑企業(yè)員工培訓(xùn)的作用····················
員工培訓(xùn)是實(shí)現(xiàn)企業(yè)可持續(xù)發(fā)展的不竭動(dòng)力······，·
員工培訓(xùn)是打造企業(yè)核心競(jìng)爭(zhēng)力的重要保證········
培訓(xùn)和開(kāi)發(fā)活動(dòng)是提高員工素質(zhì)的根本途徑········
培訓(xùn)有利于減少內(nèi)部管理成本，提高管理效率·····
培訓(xùn)有利于塑造企業(yè)形象，
一
提高服務(wù)質(zhì)量···········
創(chuàng)建學(xué)習(xí)型組織是企業(yè)長(zhǎng)遠(yuǎn)發(fā)展的重要途徑···········
本文的研究?jī)?nèi)容及結(jié)構(gòu)······································
我國(guó)建筑企業(yè)培訓(xùn)的現(xiàn)狀及問(wèn)題分析····················
國(guó)外先進(jìn)企業(yè)員工培訓(xùn)狀況……:...······················
我國(guó)建筑企業(yè)員工培訓(xùn)現(xiàn)狀及問(wèn)題分析·················
培訓(xùn)只是培訓(xùn)部的事情—培訓(xùn)部尷尬的角色·····
培訓(xùn)只是對(duì)中層、基層員工—高層管理者忽視
籠統(tǒng)培訓(xùn)管理層-—培訓(xùn)忽略切實(shí)的針對(duì)性······
培訓(xùn)沒(méi)有建立在深入的需求分析上—培訓(xùn)工作
缺乏針對(duì)性·················································
培訓(xùn)方式方法不科學(xué)一一導(dǎo)致培訓(xùn)事倍功半······
監(jiān)督手段不力和溝通渠道不暢一一影響了培訓(xùn)效
培訓(xùn)缺少有效的評(píng)估機(jī)制-一一造成了培訓(xùn)與實(shí)際
節(jié)·····························································
西南交通大學(xué)碩士研究生學(xué)位論文
第三章大型建筑企業(yè)員工培訓(xùn)的基本模式·····················
3.1確定培訓(xùn)需要····································...·······..
3.2設(shè)置培訓(xùn)目標(biāo)················································
3.3擬定培訓(xùn)計(jì)劃················································
3.4實(shí)施培訓(xùn)活動(dòng)·······································.........
3.5評(píng)估培訓(xùn)績(jī)效····································............
3.6基本模式的問(wèn)題分析·········?！ぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁ?，···········
第四章大型建筑企業(yè)員工培訓(xùn)績(jī)效的評(píng)價(jià)·····················
4.1培訓(xùn)績(jī)效評(píng)估的作用和意義······························
4.2傳統(tǒng)的培訓(xùn)評(píng)估體系·······································
4.3對(duì)培訓(xùn)績(jī)效指標(biāo)體系的改進(jìn)和完善·····················
4.3.1效果層的評(píng)估指標(biāo)改進(jìn)·································
4.3.1.1成本類(lèi)·······································..····.··...
4.3.1.2效益類(lèi)··············································.····
4.3.2行為層的評(píng)估指標(biāo)改進(jìn)·································
4.4培訓(xùn)績(jī)效指標(biāo)選擇的建議·································
4.5培訓(xùn)績(jī)效評(píng)估的基本方法···，·····························-..