组织文化为导向的企业员工招聘--人力资源管理毕业论

人力资源字数:24187,页数:33  本篇论文包含任务书,开题报告,论文,文献综述,外文翻译,等   论文编号:RL037

目录
一、绪论.................................................. 2
二、理论综述.............................................. 4
（一）招聘理论综述........................................ 4
（二）组织文化理论综述 ....................................5
三、中国工商银行洪山桥分行的组织文化与招聘现状分析 ........8
（一）中国工商银行洪山桥分行现状 ..........................8
（二）洪山桥分行的组织文化分析............................ 8
1、中国工商银行的整体企业文化............................. 8
2、洪山桥分行的组织文化................................... 9
（三）丽水工商银行的招聘现状及存在的问题 .................11
四、组织文化导向的2008年工商银行洪山桥分行招聘管理....... 13
（一）招聘计划........................................... 13
（二）渠道的选择及招募 ...................................14
1、工商银行洪山桥分行对员工的要求........................ 14
2、招聘渠道的选择........................................ 14
3、信息的发布............................................ 16
（三）选拔的方法 .........................................16
1、内部招聘 ..............................................16
2、外部招聘 ..............................................20
（四）录用............................................... 26
1、录用决策 ..............................................26
2、培训 ..................................................26
（五）招聘评价........................................... 27
五、结论 .................................................29
（一）在招聘工作中所体现的组织文化....................... 29
（二）招聘在维持与发展组织文化中的重要性................. 29
致谢 .....................................................30
参考文献 .................................................31

中文摘要
随着人力资源所形成的人力资本所凝聚的核心竞争力成为企业赢得竞争的根本所在，企业能拥有合适的人才成了增强企业核心竞争力的重中之重。员工招聘是企业对人才的信息收集、甄选到录用的过程，是人力资源管理的第一步，聘用到合适本企业的人员可以为企业创造价值，没有招到人才或大材小用或小材大用，都会给企业带来一定的损失。在什么地方，用什么方式招聘到合适人才，如何判别人才，如何留住人才，这些都是一直困扰着企业的问题。正是员工价值观与企业文化的不相匹配，成了许多企业虽然高薪却仍然留不住人才的真正原因。
本文以中国工商银行股份有限公司洪山桥分行(以下简称丽水工行)为例，通过对组织文化进行分析来透视其核心文化对招聘带来的影响，从而改善招聘管理，为公司招到适合组织发展的人才。
本文主要分为三大部分，理论综述部分，这部分主要描述了本文将用到的理论依据及理论模式；丽水工行的组织文化分析，为其后进行的招聘提供了文化价值的依据；招聘，这部分的主要结合第二部分的组织文化特征，以价值观为导向进行有效招聘。

关键词：组织文化；面试；心理测试；价值观
ABSTRACT
With the core competitiveness of human capital becoming fundamental for enterprises to win the competition, that having the right calibers become the most importance for enterprises to enhance their core competitiveness. Staff recruitment is a process of information collection, selection and hiring of human resources for enterprises, and is the first step of human resources management. Employing the right talent to the enterprises can create value for the enterprise; otherwise, talent employed not fitting to enterprises will bring great losses. In which place, use what method to recruit suitable talent, how to determine talent, how to retain talent, have all plagued the enterprises very much. Just because of the mismatching of staff values and organizational culture, many enterprises still can’t retain the talent though paying high.
In this paper, the Industrial and Commercial Bank of China branch in Lishui. (Hereinafter referred to Lishui ICBC) is used as an example. We can understand the impact of core cultural to its recruitment with analyzing the organizational culture, and then improve the management of recruitment, and get the right talent that fit for the development of company.
This paper is divided into three parts. Theoretical summary is mainly about the of the theoretical models the paper will used; analyzing the organizational culture of Lishui ICBC provides the basis of The cultural values for the following recruitment; the last part is about the recruitment that combined with the second part, and use values as a guide to effective recruitment.

Keywords: Organizational culture; Interview; Psychological test; Values