摘要
随着市场经济的不断发展,企业内外部环境发生了剧烈的变化,一些企业丌
始通过资产重组和资源整合的方式,逐步从单体企业向多元化集团企业的阶段过
渡,传统的人力资源管理已经不能适应现代化的集团企业人力资源管控需要。集
团企业应根据母公司战略规划和子公司经营发展的实际情况,选择适合集团公司
发展的人力资源管理控制模式,合理的管理控制模式能够使集团公司管理优势得
到有效发挥。如何找到影响人力资源管理控制模式选择的关键因素,确定集团公
司对各子公司人力资源管理控制的集分权程度,选择适合的人力资源管理控制模
式等已经成为国内外专家学者讨论的热点问题
论文就是基于这一研究背景,以鲁银投资集团为具体的研究案例,对鲁银投
资集团人力资源管理控制中存在的问题进行了研究分析,如:管理控制模式单一,
职能权责不明晰,工作流程缺失或冗余等。论文对人力资源管理控制模式和关键
影响因素等相关理论进行了梳理和研究,在此基础上构建了关于鲁银投资集团人
力资源管理控制模式选择影响因素评价模型,论文通过数据统计分析的方法进行
了实证分析,找到了影响鲁银投资集团人力资源管理控制模式选择的关键因子,
即:企业能力因子”、“资源积累因子”以及“文化认同因子”。通过主要因子分
析,结合各子公司发展的实际情况,对各子公司人力资源管理控制的集分权程度
进行了论述分析,确定了适合各子公司发展的人力资源管理控制的三种模式,艮口:
“行政管理型模式”、“治理型模式”、“自主管理型模式”
人力资源管理中主要包含规划、招聘、培训和发展、绩效考核、薪酬福利等
模块,它们是集团公司对各子公司实现人力资源管控的有效手段和具体内容。在
不同的人力资源管理控制模式下,集团公司和各子公司的人力资源管理职能权责
划分也与之相对应。同时,为了保证人力资源管控模式和职能权责的有效落实,
论文对人力资源管理工作流程进行了梳理和总结,对人力资源管理控制的相关制
度进行了优化
最后,为了弥补鲁银投资集团人力资源管理控制现状中存在的不足,提高人
力资源整体管理控制水平,论文提出了与集团公司人力资源管控情况相适应的运
(1)设立集团公司人力资源战略委员会,完善组织机构建设;
(2)通过资源共享机制,促进集团公司系统内部人力资源管理的协同发展;
(3)加强企业人力资源管控文化建设和专项业务技能培训,提高企业各级从事
人力资源管理工作人员的业务水平和员工的集团意识;
(4)建立完善人力资源E-HR信息系统,使人力资源管控得到整体提升
(5)加强绩效管理,确保管控目标的实现
关键词:人力资源管控;模式选择;鲁银投资集团
ABSTRACT
With the continuous development of market economy, both the internal and
external environment have changed dramatically. Gradually, many enterprises are trying
to improve themselves from the single group to the diversified group through assets
reorganization and resources integration. The traditional management of human
resource has not been able to reach the requirement of the modern enterprises to manage
and control their own human resource. The business group should select the appropriate
management control mode of human resource, according to the strategic planning of the
parent company and the physical truth of the subsidiary companies. The appropriate
management control mode will exploit the management advantages of the business
group to the full. As a result, both the foreign and domestic experts are focusing on the
related problems,how to choose the appropriate management control mode of human
resource,find the key factors influencing the choice, and how to confirm the degree of
decentralization of each subsidiary company for the business group.
This paper is based on the research background,Lu Yin Investment Group as a
specific case study, and analyze the problems existing in the human resource control,
such as,the management control mode is too simple, the functional responsibilities are
not clear and definite,and the workflows are missing or redundant, and so on.
Furthermore, this paper has also studied and analyzed the theories related to the human
resource management control mode and the key influential factors,and on this basis,
built the evaluation model of human resource management control mode for Lu Yin
Investment Group to select the influential factors. According to the statistical analysis of
the practical examples and demonstrations, this paper has found the key factors
influencing the selection of human resource management control mode for Lu Yin
Investment Group. That is the Enterprise Ability Factor, the Resource Accumulation
Factor, and the Cultural Identity Factor. Eventually, with the analysis of the main factor,
the exposition aiming at the decentralization and the practical situation of each
subsidiary company, this paper has confirmed three human resource management
control modes suitable for the development of each subsidiary company, named the
Administrative Mode, the Governance Mode and the Independent Management Mode.
Including planning, recruiting, training, developing, assessing performance, and
the compensation benefits, the human resource management is an effective measure and
specific content for the parent company to control the subsidiary companies' human
resource. Obviously, the different divisions of responsibilities and authorities between
the parent company and cach subsidiary company, always corresponds to the different
human resource management control modes. Meanwhile, in order to ensure the
implementation of the human resource management control mode and the functional
responsibilities, this paper also summarize the workflow and optimize the related
systems of human resource management.
At last, with the view of improving and making up the shortage existing in Lu Yin
Investment Group's human resource management, the paper has presented a series of
operation of safeguard measures corresponding to the practices on human resource
management as follows:
(1) Establishing the Human Resource Strategy Committee, and improving the
construction of the organization.
(2) Promoting the collaborative development of internal human resource
management by the Resource Sharing Mechanism.
(3) Reinforcing the cultural construction and the training in human resource
management to improve the professional skills of the administrative staffs on different
levels, and raising the collective consciousness.
(4) Constructing the perfect E-HR Information System to improve the human
resource management integrally.
(5) Strengthening performance management to ensure the management and control
objectives.
Keywords: Human Resources Management And Control; Mode selection; Lu Yin
Investment Group.
第1章绪论
1.1选题的背景和意义
1.1.1选题的背景
伴随着中国改革开放不断深入和国民经济的快速发展,一些企业幵始通过资
产重组和资源整合的方式,逐步从单体企业向多元化集团企业的阶段过渡,集团
企业然已经成为我国新一轮经济增长所关注的焦点,而在未来国际化竞争中,
集团企业也会成为我国经济的主要力量。集团企业是一种多法人、多业务、多资
源、跨区域类企业。企业集团化经营能够整合集团所属各子公司的各种资源,分
散经营管理中的各种风险,并能更好的创造规模经济效应,降低行业壁垒、转换
成本等优势,从而保持更强的竞争力和持续发展的动力,它是将企业做大做强的
有效路径。同时,集团企业比单体公司也具有了更多管控的复杂性,因为它不仅
涉及单体企业内部管理,更涉及到集团与子公司、子公司与子公司之间的多维度、
多主体、多产业的管理与控制
集团公司人力资源管理控制是集团管控中一个重要的组成部分,随着企业组
织规模的不断扩大,涉足产业种类的增多,集团公司所管理的员工数量和质量也
不断增加和繁杂,这些变化因素要求集团企业人力资源管理部门要具备一定的管
控能力,然而很多集团企业人力资源管理工作还停留在单体企业人力资源管理上,
对于子公司人力资源管理屮的变化不能做出及时有效的反应。同时,由于集团与
子公司间人力资源管控制度的不规范,信息传递误差造成公司之间的各种矛盾和
误解等也时有发生。集团公司对子公司人力资源管理工作过度集权不仅增加了集
团人力资源部的工作负担,也会剥夺子司领导对人事的控制权,容易挫伤子公司
高层领导班子成员的工作积极性,而过度分权可能会使子公司经营计划偏离集团
总部的战略方向,使得集团公司的整体效益提升受到阻力。对于外部环境充满变
数,竞争对手强劲的今天,选择一套适用的人力资源管控模式已迫在眉睫
鲁银投资集团是一家比较具有