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目录题目···········································································································································Ⅰ摘要及关键词···························································································································Ⅰ一前言······································································································································1二关于企业员工培训问题的文献综述··················································································1三天茂集团培训存在的问题······························································································2（一）缺乏良好的培训态度····································································································31管理层层对待培训的态度····································································································32员工对待培训的态度············································································································3（二）培训机构设置简单········································································································3（三）培训方法落后单一········································································································3（四）培训内容设计不合理····································································································41培训内容设计不合理············································································································42注重外部市场，忽视内部沟通协调····················································································43培训结构不完善··············································································································II······4（五）缺乏培训反馈与评估····································································································4四提高天茂集团人员培训质量的对策··············································································5（一）在公司内部形成良好的培训思想及观念··································································5（二）完善培训体系，健全培训制度··················································································5（三）设置合理的培训机构··································································································6（四）培训方法多样化··········································································································6（五）合理设计培训内容······································································································7（六）重视培训后的评估工作······························································································7参考文献···································································································································8致谢···········································································································································9I浅析天茂集团人员培训问题姓名：杨洋专业：人力资源管理摘要：目前企业越来越重视培训，但是我国企业在培训方面还存在一些共性的问题，由此产生高投入、低投资回报率的现象。吉林天茂置业集团有限公司是一家房地产民营企业，随着企业规模的不断壮大，公司内部日益暴露了许多问题，其中天茂集团的培训机制就存在很大问题，在许多方面需要加以改进。为了公司的培训机制得到完善,本文通过分析了天茂集团在培训上存在的不足之处，并且根据不足给出了合理性建议。关键词：人力资源管理；人员培训；完善体系AnalysisonpersonneltrainingofTianMaogroupcompanyName：YangyangMajor：humanresourcemanagementiAbstract:Atpresent,enterprisespaymoreandmoreattentiontotraining,ButChina'senterprisesalsohavesomecommonproblemsinthetraining.Theresultinghighinvestment,lowinvestmentreturnratephenomenon.TianMaogrouplimitedcompanyisarealestateenterprise.Withthegrowingscaleofbusiness,companyhasexposedmanyproblems.ThetrainingmechanismofCuiQuanyuancompanyasthereisabigproblem.Manyaspectsneedtobeimproved.Inordertoimprovethetrainingmechanism,Inthispaper,throughtheanalysisoftheshortcomingsexistingingreensourceoftraining,andaccordingtotheproblemgivesreasonablesuggestion.Keywords:humanresourcemanagement;personneltraining;theperfectionofthesystem1一前言经济时代的到来，在企业赖以生存发展的各种资源中，人力资源的存量是保障企业获取竞争优势的重要资源，而培训是提升人力资源质量的主要手段，而天茂集团在员工培训方面缺乏正确的价值理念和指导思想以及系统、健全的培训体系。为了使天茂集团人才培养方面得到提高，本文对天茂集团在员工培训过程中存在的问题进行了分析，并进而阐明了解决这些问题的对策，希望通过这些措施来提高天茂集团的培训质量。二关于企业员工培训研究的文献综述关于员工培训，很早之前就有人提出了培训理论，我们的科学管理之父泰勒在1911年出版了《科学管理原理》，在书中也提到员工培训，自泰勒后各种培训理论相继产生并运用于实践。从最早的改变行为方式培训理论，到需求培训理论、资本培训理论、集体培训理论、终身教育培训理论等，从各个不同的角度阐述并丰富了现代培训理论体系。其中，资本培训理论、终身教育培训理论的提出对现代培训理念有着深远的影响；分析与评估培训理论，包括培训需求分析理论和培训效果评估理论，阐述了培训的内容；改变行为方式培训理论、集体培训理论则描述了培训的方式。上述各种培训理论对培训实务都具有不同程度的指导意义，也表现出员工培训在企业中的重要性。泰勒指出：“健全的人事管理的基本原则是使工人的能力同工作相适应，企业管理的责任在于为雇员找到最合适的工作，培训他们成为第一流的员工，激励他们尽最大的力量来工作”。资本培训理论的代表美国经济学家舒尔茨认为，人力资源不是企业的成本而是一种投资，并且人力资本投资不再是边际收益递减的，而是边际收益递增的，随着边际收益的递增，企业的人工成本的分摊就越来越少。同时加里·S·贝克尔也认为，工人在生产过程中学习新技术，能增加工人身上人力资本的存量，如果再加上培训，就会使人力资本存量继续增加更多。他还指出，现代经济增长中，人力资本是决定因素，其作用越来越显著。由于有了人力资本的各种创新，才有了生产效率的提高。美国约翰·奈斯比特在其出版的《再创公司》一书中指出，在只有变化是唯一不变的信息社会，不能期望某种教育是万无一失的，已经没有能持续一生的教育和技能。美国的伦纳德R赛利斯(LeonardSayles)和乔治·斯特劳斯(GeorgeStrauss)在他们合著的《人力资源管理》一书中也论及了持续培训问题，认为:新问题、新工序、新设备、新知识、新工作都在不断地创造着培训员工的需要，因此管理者应把培训当作是一个不间断的、连续的过程，而不是一种短期行为。魏学安在《浅析国有企业员工培训工作探讨》（2011）一文中提出“人才是企业的第一资源，有了一流的人才，就可以开发一流的产品，创造一流的业绩，而取得人才的最直接最有效的途径就是嘉庆企业的人力资源培训和开发。王相平的《企业员工培训的问题分析与对策研究》（2009）一文中写到培训可以提2升企业的核心竞争力，但是目前我国企业对员工培训的理解仍存在偏差，缺乏深入细致的培训需求分析也缺乏对培训效果的评估。在对其研究中表示各级管理者应从企业发展战略高度做好员工培训工作；做好培训需求分析，确定培训目标；建