Research On Career Management Of Employees In State-owned Machinery Manufacturing Enterprises

Since the reform and opening up,our country has made remarkable achievements both in economy,politics,culture and military affairs.Due to the large amount of foreign investment attracted by our country and the deep level of intensive market-oriented reforms,the manufacturing industry in our country has also witnessed rapid development.However,the competition among enterprises is becoming fiercer and fiercer.The competition is not only involved in material resources and market.In an enterprise,people’s position becomes more and more important.Facing the increasingly fierce talent competition,many manufacturing enterprises have invisible pressure on talent management.Serious of problems are constantly alerting them such as that they can not recruit high-quality talents and can not keep their backbone.If companies can not retain the core talent,then the future development of enterprises will be worrying,not to mention a firm foothold in the market.Under the background of such an era,how manufacturing companies should develop and manage their human resources must start from the perspective of human development,and career management is precisely a ladder that is going in this direction.State-owned machinery manufacturing companies grasp the company’s core talents and understand their career plans.On the one hand,they promote their own future career planning.On the other hand,they create a set of career plans that meets the company’s development goals.Only in this way can companies improve the cohesion of their employees and retain core talents before they can take a certain share in the market.This article mainly uses the theory of analysis to elaborate the relevant concepts of career management,combining career choice theory such as Parsons’ trait factor theory,Holland’s "personal-position" matching theory and professional anchor theory,career development theories such as three-three-Three theory,Greenhouse’s development process theory,Super’s career development theory,combined with a company’s human resources management system,using a questionnaire survey and interview methods to conduct a questionnaire survey of employees of an enterprise,And according to the collected data to conduct descriptive statistical analysis,to find out where the problems are,and finally to make recommendations and countermeasures according to the problems found.Through the analysis of the full article,the following conclusions can be drawn:(1)Most of the employees of the company do not have a clear career planning.The front-line employees do not have the awareness of career planning,nor do they have time and energy to plan for themselves;most of the key positions of employees are subject to the company’s assignment.There is no reasonable occupation.planning.(2)The enterprise’s system in relation to career planning is incomplete,including the training system,career channel system,and performance evaluation system.These are important ways for companies to provide career management for their employees.(3)The company attaches too much importance to the cultivation of talents in key positions,and neglects the psychological dynamics of some employees in basic positions;it attaches too much importance to the development of employees’ early careers and ignores the continuing training and protection in the middle and later periods.