晋江市英林镇村务专职工作者职业生涯管理研究
发布时间：2018-08-25 19:54
【摘要】：1995年江苏省实施的“雏鹰工程”开启了大学生村官的初步探索之路,至2008年3月,中央决定在全国范围内部署开展大学生村官工作,大学生村官计划取得了显著的成效,切实培养了一批了解国情、熟悉基层、心贴群众、实践经验丰富的干部、人才。但是,作为国策在全国推行的大学生村官计划毕竟没办法遍及每个村、社区,因此在有条件的地区也不乏效仿大学生村官计划的做法,作为对全国大学生村官计划的补充。本文所探讨的“村务专职工作者”,即是晋江市自行面向社会公开招聘到基层一线的特定群体,是对全国大学生村官计划的一种有效补充。随着晋江市村务专职工作者队伍的不断壮大,管理制度的不断完善,该队伍在村级规范化建设、美丽乡村建设、党的农村政策宣传实施等工作中发挥了积极有效的正面作用,但在长期管理和培养等方面也面临着新的问题和挑战,主要表现在三个方面:一是村务专职工作者的职业目标和职业期望具有较大的个体差异性,甚至每一位村务专职工作者在其职业成长的不同阶段其职业期望也并非一成不变,而是随着年龄、工龄和环境的变化而变化的,但在管理方式上却过于笼统和粗放,缺乏科学合理的职业引导和长效管理;二是随着晋江市新型城镇化步伐的加快以及对精品村镇要求的提高,对村务专职工作者这一群体的职业素质要求也在提高,而村务专职工作者队伍的提升却因组织管理和自我管理的双重不足而出现瓶颈;三是作为管理者,简单地认为村务专职工作者群体是以进入体制内为目标,然而最终能够成为公职人员的毕竟是这个群体中的少数,而对剩余的大多数,如何引导和培养却是管理者一直没有正视和解决的一大问题。带着这些问题,本文以具有典型代表意义的英林镇村务专职工作者为研究主体,引入员工—组织关系理论,选择五位具有代表性的村务专职工作者进行访谈,对32位在职村务专职工作者发放问卷调查,并对英林镇前任组织委员进行访谈,通过剖析该群体差异的职业发展需求、村务专职工作者作为职业选择的优劣势以及聘用单位在使用管理中的优劣势,认为在关注村务专职工作者职业生涯成长的过程中,应该从员工组织的双向视角进行全面管理,并从组织视角提出五点组织管理对策,分别是营造舆论宣传导向、完善流动出路选择、鼓励扶持自主创业、健全教育管理机制、做好职业生涯引导,而从个人视角提出三点自我管理建议,分别是重新自我认识和评估、明确职业需求和目标、适时调整职业规划。
[Abstract]:By March 2008, the central government decided to deploy and carry out the work of university student village officials nationwide. The plan of university student village officials has achieved remarkable results. A number of cadres who are familiar with the national conditions, grassroots units, close to the masses, and experienced in practice have been trained. However, as a national policy, the college student village official program can not spread to every village and community after all, so there is no lack of imitation of the college student village official program in qualified areas as a supplement to the national college student village official program. It is an effective supplement to the national plan for college students to recruit village officials from the grass-roots level by the public.With the continuous expansion of the village staff and the improvement of the management system in Jinjiang City,the team has played an important role in the standardization construction at the village level,the construction of beautiful countryside and the implementation of the Party's rural policy propaganda. The positive effect is extremely effective, but it also faces new problems and challenges in the long-term management and training. It is mainly manifested in three aspects: First, the professional goals and expectations of village full-time workers are quite different from each other, even the professional expectations of every village full-time workers in different stages of their professional growth. It is not unchanged, but changes with age, length of service and the environment, but too general and extensive in management, lack of scientific and reasonable career guidance and effective management; second, with the acceleration of the pace of new urbanization in Jinjiang City and the improvement of the requirements for high-quality villages and towns, the village full-time workers and workers as a group. Vocational quality requirements are also improving, but the promotion of the village full-time workers team has become a bottleneck due to the lack of both organizational management and self-management; third, as managers, simply believe that the village full-time workers group is to enter the system as the goal, but eventually become public officials after all, is the minority of this group. How to guide and train the remaining majority is a big problem that managers have not faced up to and solved. With these problems, this paper takes the village full-time workers of Yinglin Town as the research subject, introduces the theory of employee-organization relationship, and selects five representative village full-time workers. Interviews were conducted among 32 full-time village workers, and interviews were conducted with former organizational members of Yinglin Town. Through analyzing the different needs of the group for career development, the advantages and disadvantages of village full-time workers as career choices and the advantages and disadvantages of employing units in the use and management of village full-time workers, it was considered that attention should be paid to the post of village full-time workers. In the process of career growth, we should carry out comprehensive management from the two-way perspective of employee organization, and put forward five organizational management countermeasures from the organizational perspective, namely, to create public opinion propaganda orientation, improve the choice of mobile outlets, encourage and support independent entrepreneurship, improve the educational management mechanism, and do a good job of career guidance, and put forward three points from the personal perspective. My management advice is to re-recognize and evaluate myself, to clarify career needs and goals, and to adjust career planning in a timely manner.
【学位授予单位】：华侨大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：D422.6
本文编号：2203933
[Abstract]:By March 2008, the central government decided to deploy and carry out the work of university student village officials nationwide. The plan of university student village officials has achieved remarkable results. A number of cadres who are familiar with the national conditions, grassroots units, close to the masses, and experienced in practice have been trained. However, as a national policy, the college student village official program can not spread to every village and community after all, so there is no lack of imitation of the college student village official program in qualified areas as a supplement to the national college student village official program. It is an effective supplement to the national plan for college students to recruit village officials from the grass-roots level by the public.With the continuous expansion of the village staff and the improvement of the management system in Jinjiang City,the team has played an important role in the standardization construction at the village level,the construction of beautiful countryside and the implementation of the Party's rural policy propaganda. The positive effect is extremely effective, but it also faces new problems and challenges in the long-term management and training. It is mainly manifested in three aspects: First, the professional goals and expectations of village full-time workers are quite different from each other, even the professional expectations of every village full-time workers in different stages of their professional growth. It is not unchanged, but changes with age, length of service and the environment, but too general and extensive in management, lack of scientific and reasonable career guidance and effective management; second, with the acceleration of the pace of new urbanization in Jinjiang City and the improvement of the requirements for high-quality villages and towns, the village full-time workers and workers as a group. Vocational quality requirements are also improving, but the promotion of the village full-time workers team has become a bottleneck due to the lack of both organizational management and self-management; third, as managers, simply believe that the village full-time workers group is to enter the system as the goal, but eventually become public officials after all, is the minority of this group. How to guide and train the remaining majority is a big problem that managers have not faced up to and solved. With these problems, this paper takes the village full-time workers of Yinglin Town as the research subject, introduces the theory of employee-organization relationship, and selects five representative village full-time workers. Interviews were conducted among 32 full-time village workers, and interviews were conducted with former organizational members of Yinglin Town. Through analyzing the different needs of the group for career development, the advantages and disadvantages of village full-time workers as career choices and the advantages and disadvantages of employing units in the use and management of village full-time workers, it was considered that attention should be paid to the post of village full-time workers. In the process of career growth, we should carry out comprehensive management from the two-way perspective of employee organization, and put forward five organizational management countermeasures from the organizational perspective, namely, to create public opinion propaganda orientation, improve the choice of mobile outlets, encourage and support independent entrepreneurship, improve the educational management mechanism, and do a good job of career guidance, and put forward three points from the personal perspective. My management advice is to re-recognize and evaluate myself, to clarify career needs and goals, and to adjust career planning in a timely manner.
【学位授予单位】：华侨大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：D422.6
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