I西北大学硕士学位论文 II 摘要 中国联通在党中央的正确领导下，在上级部委的大力支持下审时度势，抓住资本 市场宝贵的时间窗口，顺利展开了企业混合所有制改革，作为在集团层面进行混合所 制改革的示范央企，中国联通在混改道路上迈出了坚定的步伐。被称之为“落一子而 活全局”的混改也为企业开展各项工作提供了有利契机，与 BATJ 等互联网巨头开始进 行业务合作，企业内部各项“改”的工作也开始顺利实施。同时当下市场竞争日趋激 烈，企业生存和发展的环境也越来越复杂多变，如何有效提高企业的人效已经成为国 有企业改革时迫切需要解决的问题。因此，探寻提升企业人均效能的有效途径已经成 为企业界普遍关注的焦点。 本文将理论与现实结合，旨在对企业人效提升策略进行实证研究。通过对大量有 关企业混合所有制改革和企业人效提升方面的文献阅读及分析后的梳理，在严格遵守 党中央、总公司下发的顶层文件的基础上，采用问卷调查法、比较分析法、文献研究 法等方法对分公司的人效现状进行了解，发现公司在组织架构、业务流程、薪酬激 励、人才结构上存在很多的问题导致人均劳产率低的现状。通过对这些问题的梳理， 本文提出了针对性的解决方案，主要从六个方面进行，即转变运营模式，业务流程再造， 构建企业大中台，提升前台生产效能；管理架构优化调整，建造倒三角服务运营体系， 实现管理穿透；精简优化组织架构，对企业进行瘦身健体；划小承包激发组织活力，划 小单元独立运营，全面赋能，责权利统一；激发个人活力，优化薪酬及晋升体系；人力 资源体系升级，调整人才结构，强大人才队伍。此外，为保证企业人效提升策略的有效 实施，本文提出了具体的保障措施，先后从加强党建、宣贯企业文化、建立反馈机 制、企业资金保障、增加福利提升员工归属感等方面入手，以此来促进企业人效提升 策略的顺利实施，加快体制改革、深入优化业务流程细节、激发员工活力，最终实现 企业人效的提升。 通过此次中国联通进行混合所有制改革时对分公司人效提升的研究，企业可以通 过体制优化或激励模式的转变来提升人效，同时为保证策略的执行也提出了相应的保 障措施，以期企业快速改革、稳定运营、更好的发展。 关 键 词 ，人效、混合所有制改革、组织架构、划小承包、薪酬优化Abstract III Abstract Under the leadership of the CPC Central Committee and the State Council, The China Unicom Seize the opportunity with the support of the higher-level ministries, with taking advantage of the valuable window of time in the capital market, successfully implemented the reform of mixed ownership substantial steps have been taken on the road of building a model benchmark for the mixed reform of state-owned enterprises. ” After a game of chess, the whole game changed.” The mixed reform has led to the development various work of China Unicom.The business cooperation between China Unicom and BATJ and other Internet enterprises has begun. The work of the internal reform has also been promoted with a point and a side, and the work has been constantly pushed forward. At the same time, the market competition is increasingly fierce, and the environment for the survival and development of enterprises is becoming more and more complex and changeable. How to effectively improve the human efficiency of enterprises has become an urgent problem to be solved in the reform of state-owned enterprises. Therefore, the search for effective ways to improve the efficiency of enterprises per capita has become the focus of general concern in the business community. This paper combines theory and reality in order to make an empirical study on the strategy of enhancing human efficiency in enterprises. After reading and analyzing a large number of documents concerning the reform of mixed ownership of enterprises and the promotion of human efficiency in enterprises, on the basis of strictly abiding by the top-level documents issued by the Party Central Committee and the head office, adopts the method of questionnaire investigation and comparative analysis. Literature research and other methods to understand the current situation of human efficiency in the branch found that there are many problems in the organizational structure, business process, compensation incentive, and talent structure of the company, resulting in a low per capita labor rate. Through the combing of these problems, this paper proposes a targeted solution, mainly from six aspects, that is, change the operating mode, business process re-engineering, the construction of enterprises large and small, improve the production efficiency of the front desk, the management structure optimization adjustment, the construction of the Inverted Triangle service operation system, to achieve management penetration, streamlining and optimizing the organizational structure, the Enterprise slimming Fitness, small contracting to stimulate organizational vitality Comprehensive empowerment, responsibility and right unity, stimulate personal西北大学硕士学位论文 IV vitality, optimize pay and promotion system, human resources system upgrade, adjust talent structure, strong talent team.In addition, in order to ensure the effective implementation of the strategy of improving the efficiency of enterprises, this article puts forward specific safeguards, starting from strengthening the party building, proclaiming the corporate culture, establishing feedback mechanisms, ensuring the funding of enterprises, and increasing the welfare to enhance the sense of belonging of employees. In order to promote the smooth implementation of the enterprise human efficiency promotion strategy, accelerate the reform of the system, further optimize the details of business processes, stimulate staff vitality, and finally achieve the enterprise human efficiency promotion. Through the research on the promotion of human efficiency in China Unicom during the reform of mixed ownership, enterprises can improve the human efficiency through the system optimization or the change of incentive mode. At the same time, in order to ensure the implementation of the strategy, it is also necessary to put forward corresponding safeguard measures. With a view to the rapid reform of enterprises, stable operation, better development. Key Words: Human effect; Mixed ownership reform; Organizational structure; Small contracting; Salary optimization目 录 目 录 摘要...........................................................................................................................................I ABSTRACT ............................................................................................................................. III 目 录.........................................................................................................................................V 第一章 绪论..............................................................................................................................1 1.1 研究背景与意义............................................................................................................... 1 1.1.1 选题的背景 ................................................................................................................ 1 1.1.2 选题的意义 ................................................................................................................ 2 1.2 研究方法与思路............................................................................................................... 2 1.2.1 研究方法 .................................................................................................................... 2 1.2.2 研究思路 .................................................................................................................... 3 1.3 论文主要内容及研究框架............................................................................................... 4 1.3.1 主要内容 .................................................................................................................... 4 1.3.2 研究框架 .................................................................................................................... 4 1.4 论文的主要贡献............................................................................................................... 6 第二章 相关理论及文献综述..................................................................................................7 2.1 人效相关概述................................................................................................................... 7 2.1.1 人效管理的内涵 ........................................................................................................ 7 2.1.2 人效相关概念 ............................................................................................................ 7 2.1.3 人效的特点 ................................................................................................................ 9 2.1.4 影响企业人效的因素 .............................................................................................. 10 2.1.5 衡量及提升企业人效的常用方法 .......................................................................... 10 2.2 人效管理及混合所有制改革相关文献综述................................................................. 12 第三章 中国联通公司混合所有制改革总况及 X 分公司人效现状...................................14 3.1 中国联通公司混改总况及要求..................................................................................... 14 3.1.1 中国联通简介 .......................................................................................................... 14 3.1.2 中国联通集团混合所有制改革总况 ...................................................................... 14 3.1.3 中国联通集团混改对分公司的要求 ...................................................................... 16西北大学硕士学位论文 VI 3.2 中国联通 X 分公司人效现状 ........................................................................................17 第四章 中国联通 X 分公司人效提升面临的问题及原因分析............................................21 4.1 组织结构臃肿 .................................................................................................................21 4.2 员工对薪酬激励考核感知不明显 .................................................................................23 4.3 人员供给需求不匹配 .....................................................................................................26 4.4 中国联通混改为 X 分公司人效提升带来的影响及问题 ............................................27 第五章 中国联通 X 分公司人效提升方案设计....................................................................29 5.1 中国联通 X 分公司人效提升方案的思路 ....................................................................29 5.2 中国联通 X 分公司人效提升方案的原则 ....................................................................29 5.3 中国联通 X 分公司人效提升方案的目标 ....................................................................30 5.4 中国联通 X 分公司人效提升方案的主要内容 ............................................................31 5.4.1 业务流程再造策略...................................................................................................31 5.4.2 管理架构优化调整策略...........................................................................................33 5.4.3 精简优化组织架构策略...........................................................................................35 5.4.4 激发组织活力策略...................................................................................................37 5.4.5 激发个人活力策略...................................................................................................41 5.4.6 人力资源体系升级策略...........................................................................................43 第六章 中国联通 X 分公司人效提升方案的保障措施........................................................46 6.1 加强国企党建工作 .........................................................................................................46 6.2 扎实推进文化兴企 .........................................................................................................46 6.3 建立有效反馈机制 .........................................................................................................47 6.4 企业资金保障 .................................................................................................................47 6.5 企业福利保障 .................................................................................................................48 第七章 结论与展望.................................................................................................................49 7.1 研究结论 .........................................................................................................................49 7.2 展望 .................................................................................................................................49