Ji'nan Bus Company Personnel Training Study

With the rapid development of China's economy, the enterprises are facing increasingly fierce competition which is mainly reflected in the talent competition. And talent resource have already become the primary resource to keep the enterprises'sustained, rapid and healthy development. Due to the deep influence of a long-term planed economy, in the processes of reform from a planned economy to a market economy and from factory system to company system, state-owned enterprises have a lot of defects in the standard, utilization, management and distribution of talents. Despite an obvious improvement, there are still problems as not enough emphasis on talent training, innovation consciousness, and not thorough reform. State-owned public traffic enterprises should gradually establish teams of talents that can adapt the modern enterprise system, promote the scientific development of the companies, and develop long-term talent strategies. Then form their own talent growth regularity to promote the enterprises'scientific, standardized, and modernized development.The thesis takes Ji'nan Public Traffic Company as an example to go deep into several ways it took to develop talents, and mainly discussed the training target, current situation, problems and improvement of the five personnel teams----the senior management personnel, the common management personnel, the professional and technical personnel, the high skilled personnel, and the youth personnel teams.The whole text is divided into eight chapters. The first chapter is introduction which talks about the background, purpose, significance, and the main content of the research. The second chapter is the state-owned enterprise talent training theory foundation, introduced respectively and training related to several management theory, including:Maslow's hierarchy of needs theory, Herzberg's dual factors theory, talent development comprehensive effects theory and Hollander's interest theory of occupation. The third chapter is about the senior management personnel training. The fourth chapter is about common management personnel training. The fifth chapter is about the professional and technical personnel training. The sixth chapter is about the high skilled personnel training. The seventh chapter is about the youth talent training, and the last part is the conclusion that summarizes the whole thesis and point out the innovation and deficiency.