首页 > 资料专栏 > 论文 > 组织论文 > 人力资源论文 > MBA硕士论文_A集团公司人力资源管控体系的优化研究DOC

MBA硕士论文_A集团公司人力资源管控体系的优化研究DOC

资料大小:6766KB(压缩后)
文档格式:DOC
资料语言:中文版/英文版/日文版
解压密码:m448
更新时间:2018/8/7(发布于广东)

类型:金牌资料
积分:--
推荐:升级会员

   点此下载 ==>> 点击下载文档


文本描述
摘要
摘要
随着全球化经济的快速发展,人才争夺大战的愈演愈烈,人才在企业中的重
要地位逐渐得到各大公司高层管理者的高度重视。与此同时,伴随着这些年国家
产业结构的不断调整,让许多企业的竞争力得到了明显的加强,其中很多发展较
快的已经成为集团公司。从整体状况来看,国内集团公司的形成和发展与国外相
比都处于相对滞后的状态,没有形成相对成熟的集团管控模式。国内集团公司的
发展模式通常是先发展产业,待产业发展到一定规模,便会纵向或横向进行发展,
最终演变成为集团公司。这种只注重产业链的发展,忽视集团上下协同管理的发
展方式势必会带来诸多问题,在人力资源管控中尤以以下两个问题较为突出:一
种是绝对地放权,过度的尊重和重视下属子公司之间的差异性,而忽略了集团整
体统一性、规范性的重要性,在这种情况下集团公司很难发挥集团公司的重要作
用。另外一种千预过多,过度的注重集团公司的标准性、规范性的要求,而忽略
下属子公司自身发展的差异性、特殊性。伴随集团公司产业范围的不断扩大、人
才需求的日益増加,集团公司管理者如何从战略的角度出发,综合内外部环境影
响因素,结合公司经营管理实际建立带有自身特点的集团化人力资源管控体系,
对下属子公司进行科学的、行之有效的人力资源管控,以便能更好地推动集团公
司经营发展和战略目标达成都有着深刻且重要的意义

A集团公司是一家成立于1997年的多元化民营企业集团公司,经过多年的产
业经营与战略推进,A集团公司己形成了“大金融、大健康、文化旅游”三大产
业战略布局,正在打造“一体两翼”的产业战略支撑架构和产融结合的“双轮驱
动”特色发展模式。但随着国内经济新常态、国际政治经济的不确定性因素增加,
以及国内市场各行业发展放缓与竞争的日趋激烈,如何保障A集团公司三大产业
战略的有效推进、资产经营质量逐步提高、业务的可持续发展和内部经营管理水
平逐步提升以有效应对市场竞争已成为A集团董事局需要和将要面对的一个全新
挑战

本文以A集团公司为例,从A集团公司的管控现状进行分析,并挖掘出A集团
公司人力资源管控存在的问题,针对以上问题分条理、按层次对A集团公司人力
资源管控体系进行了优化设计。希望A集团管理者能够借鉴完善后的优化设计方
案在对各子公司的实际管理过程中做到切实有效的人力资源管控,充分发挥出人
力资源管控的上下协同作用,以便能更好地推动集团公司经营发展和战略目标的
达成

关键词:集团公司;集团公司管控;人力资源管控;管控模式
iii 北京交通X学硕士专业学位论文
ABSTRACT
ABSTRACT
With the rapid development of economic globalization, talent war intensified, the
talent in the important position in the enterprise gradually get each big company
attaches great importance to top managers. At the same time, along with the years, the
adjustment of national industrial structure, many got obvious strengthening enterprise&39;s
competitiveness,many of them developed rapidly has become a group company. From
the overall situation, the formation and development of domestic corporation compared
with abroad is in a state of relative lag, not form a relatively mature pattern of group
control. Domestic industry group company development pattern is usually first
development, for industrial development to a certain size, will be vertical or horizontal
development, eventually evolved into group co., LTD. This only pay attention to the
development of the industry chain,neglect the development of the group and
coordinated management mode will bring many problems, in the control of human
resource is remarkable especially in the following two questions: one is absolutely
decentralization, respect and appreciation of excessive difference between subsidiaries,
and ignore the importance of the group&39;s overall unity, normative, in this case group co.
LTD. It is difficult to give play to the important role of group company. Another
intervention is overmuch, excessive emphasis on the standard of group company,
normative requirements, while ignoring the differences of their own development of
subsidiary company and particularity. With group co., LTD. The expansion of the
industry scope, talent demand is increasing, how group company managers from a
strategic perspective, integrated internal and external environmental factors, combined
with actual operation and management company to establish a group human resources
control system with its own characteristics, the subsidiary scientific and effective human
resource control, in order to better promote group company business development and
strategic goals to achieve things has a profound and important meaning.
A group company is A founded in 1997, after many years of industry management
and strategy, A group of companies has formed A big finance, health, culture and
tourism three big industrial strategy layout, is building one body two wings of the
industrial strategy combined support structure and melt” two-wheel driven
characteristic development pattern. But with the new normal domestic economy,
increase the uncertainty of the international political and economic factors, industries
and domestic market development is slowing and the increasingly fierce competition,
iv 北京义通大学硕士专业学位论文
ABSTRACT
how to protect A group of three industrial strategy effectively promote the sustainable,
gradually improve the quality of assets management, business development and internal
management level ascension step by step in order to effectively cope with the market
competition has become A group needs and will face A new challenge.
To A group company as an example in this article, from analyzing the present
situation and problems of A group of companies controls, and dig out the problems of A
group company human resource control, did not create the collectivization rank position
and so on management system, there is no establishing collectivized recruitment
management system, establish the collectivization talent development management
system, establishing collectivized salary welfare management system, there is no set up
performance management system, group set up collectivization of cadres group of
human resources information management system,no report and normalized
communication system, establish the collectivization of human resource management
information system. Points clear, aiming at the above problems, according to the level
of A group company human resources control system optimization design was carried
out.
Hope that after the completion of A group administrator can draw lessons from the
optimization of the design in the practical management of each subsidiary to be
effective in the process of human resource control, give full play to the control of
human resources synergy, up and down in order to better promote the development of
group company and the achievement of strategic goals.
Keywords: group company; group company control; human resource control;
control mode
V 北京交通大学硕士专业学位论文
目录
顧 III
ABSTRACT IV
1 s 11
1.1 研究背景与意义1.1.1 研宄背景1.1.2 研宄意义1.2研宄内容与方法1.2.1 研宄内容1.2.2 研宄方法1.3论文结构2理论基础与文献综述2.1相关理论概念2.1.1 集团公司2.1.2集团公司管控2.1.3集团公司人力资源管控2.2集团公司管控文献综述2.2.1集团公司管控国外研宄综述2.2.2集团公司管控国内研究综述2.2.3集团公司管控模式类型2.3集团公司人力资源管控文献综述2.3.1集团公司人力资源管控国外研究综述vi 北京交通大学硕士专业学位论文
2.3.2集团公司人力资源管控国内研宄综述2.3.3集团公司人力资源管控模式类型2.4集团公司人力资源管控模式选择的影响因素2.4.1外部环境因素2.4.2 内部环境因素
21
2.5不同管控模式的人力资源管控模式匹配分析
24
2.6本章小结
25
3 A集团公司人力资源管控体系现状、存在问题及原因分析
26
3.1 A集团公司简介
26
3.2 A集团公司管控现状
28
3.2.1 A集团公司管控模式现状
28
3.2.2 A集团公司总部
。。。以上简介无排版格式,详细内容请下载查看