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本文所论述的 K 公司作为进出口物流行业内的领先公司之一，在中国的发
展已经走过了 16 个春秋。从一个 20 余人的公司起家，发展至今成为拥有 600
余人的大型综合性物流企业。而今，随着公司规模的不断扩充与壮大，公司的人
力资源管理却始终停留在初级阶段，成为制约公司进一步发展的动力。因此，研
究和分析公司人力资源管理的现状，找出问题所在，提出有针对性的解决方案，
是一项亟待解决的任务
本文第 1 章介绍了国内外人力资源管理的研究现状，揭示本文的研究意义和
内容，为的是解决 K 公司人力资源管理中存在的问题，并为同行业的公司提供
一些借鉴。第 2 章梳理和介绍了人力资源管理的一些经典理论和人力资源的模块
框架，为文章奠定理论基础和一些指导原则，用以指导后续篇章的问题分析和解
决方案。第 3 章，主要研究了 K 公司人力资源管理的特点和现状分析，利用图
表展示了公司员工的工龄，学历知识水平等数据。重点分析了 K 公司人力资源
存在的主要问题，突出表现为：人员流失率高、绩效考核不完善、薪酬福利缺乏
弹性等，并且寻找出问题的原因。第 4 章针对存在的问题，从整体的规划、招聘
体系、薪酬福利、绩效、激励机制等方面提出了相应的优化和解决方案。第 5
章，从切实保障实施的角度提出了一些具体建议，包括：成立人力资源改革领导
小组、单独设立人力资源部门、明确实施过程的时间表等。第 7 章是总结和展望
得出了科学完备的人力资源管理体系，能够降低员工的离职率，调动员工的积极
性，吸引留住优秀的人才，激发员工的工作潜能，最终实现企业与员工的双赢
关键词：人力资源；改革；招聘；绩效；薪酬福利；激励III
Abstract
With the rapid development of economy and the deepening of reform and
opening-up, the companies in China have gain opportunities to develop themselves.
Meanwhile, human resource has played an important role in the management of a
company. Effective human resource management will enhance the core
competitiveness of an enterprise. After China’s reform and opening-up, huge amount
of management methods from the West are pouring into China. With the integration of
the advantages of the West and the East, Many companies are making continuous
innovations for the strategy of their own.
Company K mentioned in the article is one of the leading companies of its
industry in China. During the past 16 years in China, K has developed itself from a
small company of around 20 persons to a top company with more than 600 employees.
However, its level of human resource management is still in the primary stage and has
become the bottleneck of its next growth. Thus, it is an urgent task to analyze the
current situations, find out the problem and propose the ways to solve them.
The first chapter introduces the current research status of human resource
management both at home and abroad and the methods and meaning for research. It
aims to solve the existing problems of Company K and provide some references for
the similar companies of the same industry. The second chapter introduces some
typical theories of human resource management and some contents of the frame of
human resource management, laying the theoretical foundations for the article and its
following solutions. The third chapter introduces the current status of company K.
Some charts and data have been used to reveal the basic information of staff covering
age, working span etc. The main problems focus on a high turnover rate, the
deficiency in evaluation and the inflexibility in compensation and benefit. The fourth
charter proposes a series of solutions and improvement about recruitment, evaluation,
compensation and benefits. The fifth chapter introduces some tips of the executions ofIV
these suggestions, which includes setting up a group for leading the reform, forming a
new department of human resource management and following the schedule for
implementation in a strict way. The sixth chapter is the conclusion that scientific and
advanced human resource management strategy can lower the turnover rate, motivate
the employees, absorb the talents and stimulate the potential of all the staff members,
which will lead to the mutual benefit between both the company and its staff.
Keywords: Human Resource Management; Improvement; Recruitment; Evaluation;
Compensation and Benefits; Motivation目录
致谢......Ⅰ
摘要......Ⅱ
AbstractⅢ
第 1 章 绪论......1
1.1 选题背景和研究意义 ...... 1
1.1.1 选题背景 .......1
1.1.2 研究意义 .......2
1.2 国内外研究现状评述 ......2
1.2.1 研究现状 .......2
1.2.2 评述 ...5
1.3 研究方法、研究内容和创新之处..........6
1.3.1 研究方法.......6
1.3.2 研究内容.......7
1.3.3 创新之处.......7
第 2 章 人力资源管理的内容体系及相关理论基础..9
2.1 人力资源管理的内容体系 ..........9
2.1.1 激励机制建设的总体思想、主要目标 .......9
2.1.2 薪酬体系设计的指导思想、目标和原则 .12
2.1.3 绩效考核的原则、内容和工具 .....14
2.2 人力资源管理的相关理论基础 16
2.2.1 马斯洛需求层次理论 .........16
2.2.2 公平理论.....17
2.2.3 弗鲁姆的期望理论 .182.2.4 霍桑效应.....19
第 3 章 K 公司人力资源管理的现状及其问题分析21
3.1 K 公司的简介 ....21
3.2 K 公司人力资源现状的概述 ....23
3.3 K 公司所属行业人力资源管理的特点 ...........
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