==>> 点击下载文档 |
同时高匹配度的企业人力资源管理有利于企业战略目标的完成,可以说,人力资源管理
的匹配程度高低直接影响企业目标是不是可以顺利达成。协调统一的人力资源管理是每
个企业想要达到的理想状态,可见,当下企业工作的重心应该是做好人力资源管理工作
因此,在新形势下,房地产企业一方面为应对市场变化采取积极措施;另一方面,有效
强化内部人力资源管理,从企业自身的管理体制入手,加强自身的风险抗御能力,增强自
身的管理控制能力
本文从现有资料整理收集,结合中小房地产企业的现状、特点及发展趋势,用层次
分析法对中小房地产的核心竞争力进行分析研究,在与大房地产企业相比处于劣势的情
况下找出中小房地产企业应该怎样改进内部人力资源管理而提升核心竞争力。期望对中
小房地产企业有一定的现实意义与借鉴价值
关键词:中小企业 房地产 人力资源管理 核心竞争力 层次分析
III
ABSTRACT
The real estate industry as one of the important pillar industry of the national economy,with
China39;s economic growth into middle age, facing a new situation of oversupply, the survival and
development of the real estate industry is facing enormous challenges, became more and more uncertain
factors.In recent years, a series of new policies have been put forward, Such as the central bank to drop
around to cut interest rates, the implementation of real estate registration, to adjust the public accumulation
fund for housing construction, parts loosen limit outside, encourage a second child, such as policies, release
the demographic dividend, promote the rigid demand in the market.Facing the new situation and the new
normal, real estate industry to the key deep waters.The development of the real estate industry can lead the
iron and steel, building material,household appliances,such as a dozen associated industries’
development.So,in the new period, it is very important to our country’s economic with processing
arrangements for the development of the real eastate industry,And let the real estate enterprises in a more
competitive environment to maintain competitive advantage, with the core competitiveness, human
resources as the key factor for enterprises is undoubtedly the most important.Human resources as the
enterprise strategic resources, is the enterprise core competitiveness of the key factors. At the same time
high matching degree of enterprise human resources management is advantageous to the enterprise
strategic goals, can say, human resources management directly influences the matching degree of enterprise
if target can be achieved, Harmonious and unified human resource management is every enterprise want to
achieve the ideal state, can be seen, the focus of the present enterprise work should be to do a good job of
human resource managementTherefore, under the new situation, the real estate enterprises on the one hand
I V
to take positive measures to effectively cope with the challenge of the market.At the same time, also want
to strengthen the internal human resource management, effective must be from the management system of
the enterprise itself, strengthen their own risk resistance ability, enhance their ability of management
control.
From existing data collecting, this paper combined with the current situation, characteristics and
trend of development of small and medium-sized real estate enterprises, using analytic hierarchy process
(AHP) to analyze the core competitiveness of small and medium-sized real estate research, so as to find out
in the small and medium-sized real estate enterprises at a disadvantage compared with large real estate
enterprises, how to improve the internal human resource management and core
competitiveness.Expectations for small and medium-sized real estate enterprises has certain practical
significance and reference value.
KEY WORDS: Small and medium-sized enterprises,The real estate, Human resource management, The
core competitiveness, Analytic hierarchy
V
目 录
摘 要......... I
ABSTRACT.... III
第一章 绪论... 1
1.1 选题背景及意义 .... 1
1.1.1 研究背景..... 1
1.1.2 研究意义..... 2
1.2 文献综述 .......... 2
1.2.1 国外相关领域研究综述..... 2
1.2.2 国内相关领域研究综述..... 4
1.2.3 文献评述..... 6
1.3 研究思路、研究内容与研究方法 .. 6
1.3.1 研究思路..... 6
1.3.2 研究内容..... 7
1.3.3 研究方法..... 7
1.4 创新之处....... 8
第二章 相关理论基础...... 9
2.1 中小房地产企业的概念 .......... 9
2.1.1 中小企业的概念标准....... 9
2.1.2 中小房地产企业的概念标准. 9
2.2 人力资源管理理论 . 10
2.2.1 人力资源概念及内涵...... 10
2.2.2 人力资源管理概念........ 11
2.2.3 战略性人力资源管理概念.. 11
2.3 核心竞争力理论 ... 12
2.3.1 核心竞争力概念及特点.... 12
2.3.2 房地产企业核心竞争力概念及特点...... 13
第三章 中小房地产企业核心竞争力建设中人力资源现状及问题...... 15
V I
3.1 中小房地产企业人力资源现状 ... 15
3.2 中小房地产企业人力资源管理中常见问题 ..... 16
3.2.1 招聘中的问题16
3.2.2 培训中的问题 17
3.2.3 激励中的问题 18
3.2.4 薪酬福利中的问题........ 18
3.2.5 绩效考核中的问题........ 19
3.3 中小房地产企业人力资源与核心竞争力关系 ... 19
3.3.1 中小房地产企业核心竞争力影响因素分析 19
3.3.2 中小房地产企业人力资源管理与核心竞争力的关系.... 22
第四章 基于层次分析法的中小房地产企业核心竞争力评价.......... 23
4.1 层次分析法 ....... 23
4.2 建立层次结构模型 . 26
4.3 建立判断矩阵 ..... 27
4.4 计算权向量并检验一致性 ....... 28
4.5 层次总排序及评价说明 ......... 30
第五章 HRM 对提升中小房地产企业核心竞争力的对策与建议 ........ 33
5.1 建立战略性人力资源管理 ....... 33
5.1.1 战略性人力资源规划...... 33
5.1.2 战略性人力资源规划内容.. 34
5.2 战略性人力资源管理制定 ....... 34
5.2.1 构建战略性人力资源管理体系.......... 34
5.2.2 战略性人力资源管理制定.. 34
5.3 人力资源管理对策措施 ......... 36
5.3.1 员工招聘与甄选.......... 36
5.3.2 员工培训.... 37
5.3.3 激励制度.... 39
5.3.4 薪酬与福利.. 40
VII
5.3.5 绩效考核.... 41
第六章 结论.. 43
参考文献..... 45
致 谢........ 49
附 录........ 51
独 创 性 声 明........... 53
关于论文使用授权的说明... 53第一章 绪论
1.1 选题背景及意义
1.1.1 研究背景
房地产作为我国经济支柱产业之一,牵连着上下游几十个行业,对其都有着重要的
拉动作用,同时还担负着我国经济晴雨表的功能。随着我国经济增长开始由高速发展时
期迈入中速发展时期,制造业频频受挫,经济不景气,面对新形势新局面,在竞争激烈
的房地产行业
。。。。。。以上简介无排版格式,详细内容请下载查看