1I 摘要 在组织及企业的各项生产力要素中，人力资源处于核心地位，其价值性、创造力 和活跃度都是最突出的。如何将员工的能动性充分发挥出来，如何切实提升企业人力 资源的利用效率，进而使企业在市场竞争中处于有利地位，是每个企业都要面临的重 要课题。岗位管理作为组织管理的有效补充，也是人力资源合理优化的重要支撑。人 与岗位是两个主要管理控制因素，只有合理实施人岗匹配才能促进企业的不断发展， 充分履行组织职能。经济社会的发展离不开电力能源的可靠供应，作为基层的电力生 产和服务单元，县级供电公司承担保障电网安全稳定运行的义务，要无条件维护电力 供应社会秩序，县级供电公司能否成功有效地履行自己的责任，是国计和民生问题， 决定国家和社会能否良性发展。 县级供电公司作为国家电网的基层机构，人力资源管理的情况兼备电力行业与大 型国有垄断企业人力资源管理的特殊性和人力资源管理的普遍性，是其最主要的特 征。县级供电公司人力资源管理也应主动适应新形势新变化，顺应经济和企业发展的 需要。本论文以从提出问题出发、通过对问题开展针对分析进而探寻解决办法的典型 思路进行撰写，充分吸收了国内外相关理论和实践经验。将人岗匹配的思想引入到 H 供电公司，通过查阅资料、问卷调查与访谈，发现主要存在四个方面的问题：结构性 缺员与人才浪费同在矛盾的现象，员工流动性差和选人用人不灵活，在岗职工的年龄 素质结构不合理，能力素质与岗位需求的不匹配。结合理论与实际，分析现有人力资 源配置模式的弊端，找出四个主要原因：缺乏科学详细的人力资源规划、缺乏完善的 岗位设置与薪酬体系、缺少规范的人岗匹配标准体系、缺乏资源配置市场化运行机制。 为解决 H 供电公司人力资源配置中存在的问题，本文基于人岗匹配理论，依靠 人员测评、岗位分析等方法，借鉴江苏、山东、天津等管理先进、同业对标领先单位 的探索经验，再结合 H 供电公司的自身问题提出与之相适应的人力资源优化配置策 略：一是制定科学的人力资源规划；二是完善岗位设置与薪酬体系；三是健全人岗匹 配标准体系；四是建立内部人力资源市场。 按照普遍原理与具体实践相结合的原则，对于具体问题开展针对性分析，融入管 理学理论，制定出适用实用的人力资源优化配置策略。经过对 H 供电公司人力资源 优化配置问题开展探索性研究，在将人力资源管理科学理论应用于改善企业用人困局 的同时，综合实际问题的解决方法和理念，对人力资源配置的相关理论研究进行补充 和完善，为其他研究机构、学者、以及企业在研究和解决此类问题时提供参考。 关键词：人力资源； 优化配置； 人岗匹配基于人岗匹配的 H 供电公司人力资源优化配置研究 1I ABSTRACT In the productivity factors of organizations and enterprises, human resources are in the core position, with their value, creativity and activity being the most prominent. How to give full play to the initiative of the employees, how to effectively enhance the utilization efficiency of the enterprise's human resources, and then make the enterprise in the market competition in a favorable position, is an important issue for each enterprise to face. Position management, as an effective supplement to organizational management, is also an important support for the reasonable optimization of human resources. People and positions are the two main management control factors, only the reasonable implementation of people and positions matching can promote the continuous development of enterprises and fully perform organizational functions. Economic and social development can not be separated from the reliable supply of electricity and energy, as the grass-roots power production and service unit, county power supply companies bear the obligation to ensure the safe and stable operation of the power grid, to unconditionally maintain the social order of power supply. County power supply companies can successfully and effectively fulfill their responsibilities, is the country and people's livelihood issues, to determine whether the country and society can be benign development. County power supply company as the national power grid grass-roots organizations, human resources management situation of the power industry and large state-owned monopolies with the special nature of human resources management and human resources management in general, is its most important feature. Human resource management of county-level power supply companies should also take the initiative to adapt to the new changes in the situation and conform to the needs of economic and enterprise development. This thesis is written with the typical idea of proposing problems and analyzing them to find solutions, fully absorbing relevant theories and practical experience at home and abroad. The paper introduces the idea of human resources matching to H Power Supply Company, and finds that there are four main problems through data review, questionnaire survey and interviews: structural shortage and talent waste are both contradictory phenomena, poor staff mobility and inflexibility in selecting and employing employees, unreasonable age and quality structure of on-the-job workers, and mismatch between ability and quality and job demand. Combining theory and practice, the author analyzes the shortcomings of the existing human resources allocation model and find out the four mainABSTRACT II reasons: lack of scientific and detailed human resources planning, lack of perfect job setting and salary system, lack of standardized human resources matching standard system, and lack of marketized operation mechanism for resource allocation. In order to solve the problems in human resource allocation of H Power Supply Company, this paper proposes a human resource optimal allocation strategy based on the theory of human-job matching, relying on methods such as personnel assessment and job analysis, drawing on the exploration experience of advanced management and peer benchmarking units in Jiangsu, Shandong and Tianjin, and combining with H Power Supply Company's own problems: firstly, to formulate scientific human resource planning; secondly, to improve job setting and salary system; thirdly, to improve human-job matching standard system; fourthly, to establish internal human resource market. According to the principle of combining general principles and specific practice, the author carries out targeted analysis for specific problems, integrates management theory, and formulated applicable and practical strategies for optimal allocation of human resources. After carrying out exploratory research on the problem of optimal allocation of human resources in H Power Supply Company, while applying the scientific theory of human resource management to improve the employment dilemma of the enterprise, integrating the solution methods and concepts of practical problems, the theoretical research related to the allocation of human resources is supplemented and improved to provide reference for other research institutions, scholars, and enterprises in the study and solution of such problems. KEYWORDS: human resources, optimization allocation, human post matching基于人岗匹配的 H 供电公司人力资源优化配置研究 1 目 录 第一章 绪论····· 1 第一节 选题背景与选题意义·················1 一、选题背景················· 1 二、选题意义················· 2 第二节 国内外研究现状·····3 一、国外研究现状···········3 二、国内研究现状···········3 第三节 研究思路与方法·····4 一、研究思路················· 4 二、研究方法················· 5 第二章 人力资源配置相关概念和理论基础····6 第一节 人力资源配置相关概念界定·········6 一、人力资源配置···········6 二、人岗匹配················· 6 第二节 人力资源配置理论概述···············6 一、职位分析················· 6 二、人员测评················· 7 三、人岗匹配理论···········7 第三章 H 供电公司人力资源配置现状分析·· 9 第一节 H 供电公司概况·····9 一、H 供电公司的基本情况·················9 二、H 供电公司组织机构情况··············9 第二节 H 供电公司人力资源配置现状···· 12 一、H 供电公司岗位设置情况············ 12 二、H 供电公司人员配置情况············ 14 第四章 H 供电公司人力资源配置存在的问题及原因分析·18 第一节 问卷调查与访谈·····18目录 2 第二节 人力资源配置存在的主要问题