随着工业4.0和“中国制造2025”战略的推动，人才战略已经成为制造企业能否在新的时代背景下、在新的一轮行业洗礼中生存下来的关键，更是企业能否获得持续竞争优势，能否推动企业成长与发展的重要引擎。企业怎么用人，如何留出优秀人才，如何激发优秀人才发挥更大的作用是各企业领导者关注的重要问题之一。人力资源管理的“选、育、用、留”职能涉及到员工的全职业生涯周期，如何解决这一重大课题，是更好发挥人才这一核心竞争力的突破口。 A企业为军工集团公司直属二级单位，人才主要来源于校园招聘和内部调动，员工流动率低，员工的发展主要依靠于内部职务晋升。如何激励内部核心人才，有效激发员工动力，使之发挥最大的功效与员工迫切实现个人成长的期望之间的矛盾是A企业在员工管理中的一大难题。职务晋升是人力资源管理中一项重要职能工作，职务晋升具有激励效应，A企业迫切需要采取一系列的改进措施，有效提高基层管理人员职务晋升管理的激励作用。 本文基于职务晋升管理相关理论，对A企业基层管理人员职务晋升管理问题进行诊断和研究，本文共分为6章，第1章、第2章分别是绪论和文献综述；第3章、第4章、第5章是主体部分，分析了A企业基层管理人员职务晋升问题的现状及其关键成因，并基于职务晋升相关理论提出了相应改进措施。第6章是本文的总结和展望。研究上述内容，为优化A企业基层管理人员职务晋升管理体系的问题，充分发挥职务晋升的激励作用，满足员工个人成长发展需求，实现组织和员工共同发展的目的具有积极的意义。同时对行业内其他企业的员工职务晋升问题，提供一种可供借鉴的思路和方法。

With the promotion of Industry 4.0 and "Made in China 2025" strategy, talent strategy has become the key for manufacturing enterprises to survive in the new era and the new round of industry baptism. It is also the key for enterprises to obtain sustainable competitive advantages and promote the growth and development of enterprises. How to recruit, retain and motivate top talents is one of the important issues that all enterprise face. The functions of "selection, cultivation, use and retention" of human resource management involve the whole career cycle of employees. How to solve this major issue is the breakthrough to make the fullest of the core competitiveness of talent. Company A is a secondary unit directly under the military industry group. Its talents mainly come from campus recruitment and internal mobilization. It has a low employee turnover rate, and the development of employees mainly depends on internal promotion. How to motivate the internal core talents, effectively stimulate the motivation of employees, and give full play to the contradiction between them and their urgent expectation for personal growth is a major problem for Company A in employee management. Job promotion is an important function of human resource management, and it has incentive effect. Company A urgently needs to take a series of improvement measures to effectively improve the incentive effect of the management system of job promotion of grassroots managers. Based on the theory of job promotion management, this paper makes a diagnosis and studies the problems of job promotion management of grassroots managers in Company A. Six chapters are embodied in the paper, of which the first and the second chapters respectively serve as the introduction and the literature review. The third, the fourth and the fifth chapters are the main part, which analyzes the present situation of job promotion management as well as its key causes, and puts forward corresponding improvement measures based on the theory of job promotion management. The sixth chapter is the summary and prospect of this article. The aim of the paper is twofold. Firstly, it explores ways to make job promotion more motivational, foster the personal growth of employees, and achieve the common development of the organization and employees. Secondly, it provides a way of thinking and method for other enterprises in the same industry.