随着中国经济快速发展，很多企业借着中国改革开放的东风，企业规模得到快速的发 展壮大。由于企业规模的不断扩大，很多单体公司逐渐发展成集团化企业。然而这些集团用 以前管理单体公司的那一套理念和措施管理集团公司的时候，出现了很多问题。一些集团企 业在集团管控方面不断的学习和借鉴世界五百强中欧、美、日企业的管控模式，也没有取得 预期的效果。集分权的度难以把握，常常在“一统就死、一放就乱”的死循环中周而复始。 集团管控包括财务管控、资产管控、投资管控、人力资源管控等方面。而人力资源作为企业 或集团生存发展最核心的资源，它的管控在集团管理中更为重要，也是最难操作。面临这样 的形势，一个集团如何选择合适的人力资源管控模式，搭建适合并能促进集团发展的人力资 源管控体系，是很多集团企业需要解决的问题。 本文首先从国内外集团管控、集团人力资源管控的研究理论和成果，进行汇总、分析。 阐述了集团管控三种模式和集团人力资源管控的三种模式的特征和内容。详细分析了在集团 不同的管控模式下，集团人力资源管控模式如何选择。其次，文中以JY集团为例，通过发 展历程分析、问卷调查、访谈等方法分析了集团人力资源管控的现状和存在的问题。第三， 结合JY集团及所属公司的实际情况，构建JY集团人力资源管控模式，转变原来“管理+控 制”为“管理+控制+赋能”的核心思想。JY集团在组织发展的基础工作调整好后，集团重 点抓人力资源战略规划、核心岗位管理、人才发展、业绩评价与激励体系等具体举措的建设 落实到集团管控的日常实施中。最后JY集团通过组织保障、人力资源管理人员队伍建设、 制度保障、管理信息系统建设、人力资源定期汇报和审计机制，纠偏机制等保障措施及时获 取和处理人力资源管控过程中出现的问题和偏差，便于及时纠正。从而保障JY集团人力资 源管控模式有序开展和有效推进。 本文着重强调了构建集团人力资源管控模式中，以组织管理和人才发展的一系列机制和 措施，使集团不断的吸引人才、培养人才、管理人才、激励人才、成就人才等。通过组织的 价值和人才的促进作用，使得集团能持续发展。 关键词：集团公司，集团管控，集团人力资源管控，模式选择，人才发展 JY集团人力资源管控模式研究 ii ABSTRACT With the rapid development of China's economy, many enterprises have enjoyed rapid development and expansion thanks to China's reform and opening up. Due to the continuous expansion of enterprise scale, many independent companies gradually developed into group companies. However, when the same set of ideas and practices that used to manage group companies, may arose many problems. In terms of group management and control, some group enterprises continue to learn and draw lessons from the management and control models of the world's top 500 enterprises in Europe, however,the United States and Japan, failed to achieve the desired results. The degree of centralization and decentralization is difficult to manage,often in a cycle of ‘Unification leads to death, and decentralization leads to chaos’. Group management and control include financial management and control, asset management and control, investment management and control, human resources management and control. Group management and control include financial management and control, asset management and control, investment management and control, human resources management and control.However, as the most core resource for the survival and development of an enterprise or a group, human resource's control is more important and difficult to operate in the group management. Faced with such situation, many group enterprises need to solve the problem of how to choose an appropriate human resource management and control mode and build an appropriate human resource management and control system that can promote the development of group management. Firstly, this paper summarizes and analyzes the research theories and results of group management and control and group human resources management and control at domestic and abroad.The characteristics and contents of the three modes of group management and control and the three modes of group human resources management and control are expounded. This paper analyzes in detail how to choose the human resources management and control mode of the group under different management and control modes. Secondly, taking JY group as an example, this paper analyzes the current situation and existing problems of the group's human resource management and control through the development process analysis, questionnaire survey, interview and other methods.Thirdly, combining the actual situation of JY group and its affiliated companies, the human resources management and control mode of JY group is constructed, and the core idea of ‘management + control + enabling’ is changed from ‘management + control’ to ‘management + control + enabling’. After adjusting the basic work of organizational development, JY group focuses on construction of specific measures such as human resources strategic planning, core post management, talent development, performance evaluation and incentive system, etc. into the daily implementation of group management and control.Finally, JY group adopts organizational guarantee, human resource management personnel team construction, 南京航空航天大学硕士学位论文 iii system guarantee, management information system construction, human resource regular reporting and audit mechanism, deviation correction mechanism and other safeguard measures to timely acquire and deal with the problems and deviations in the process of human resource control and timely correct. Ensure the orderly development and effectively promotion of JY group's human resources management and control mode. This paper emphasizes a series of mechanisms and measures in the construction of the group's human resources management and control mode to organize management and talent development, so as to promote the group to continuously attract, train, manage, motivate and achieve talents. Sustainable development of the group through the value and talent of the organization. Keywords: Group company, group management and control, group human resources management and control, mode selection, talent development 南京航空航天大学硕士学位论文 v 目 录 第一章 绪论 ......... 1 1.1研究背景 ......... 1 1.2研究目的和意义 ............................ 2 1.2.1研究的目的 ......................... 2 1.2.2研究的意义 ......................... 2 1.3 国内外研究现况分析 ................... 2 1.3.1集团公司管控文献综述 ..... 2 1.3.2集团人力资源管控文献综述 ............................ 3 1.3.3企业集团人力资源管控模式研究 .................... 4 1.3.4国内外研究现状述评 ......... 6 1.4研究方法与思路 ............................ 7 1.4.1研究方法 ............................. 7 1.4.2研究的技术路线 ................. 8 1.5研究内容及创新点 ........................ 8 1.5.1研究内容 ............................. 8 1.5.2研究的难点与创新点 ......... 9 第二章 集团人力资源管控的理论基础 ......................... 11 2.1集团管控的概念和模式 .............. 11 2.1.1集团管控的概念 ............... 11 2.1.2集团管控的模式类型 ....... 11 2.2集团人力资源管控模式和类型 .. 12 2.2.1集团人力资源管控模式的分类 ...................... 12 2.2.2集团人力资源管控模式类型的特征 .............. 12 2.3集团人力资源管控模式的选择 .. 15 2.4本章小结 ....... 17 第三章 JY集团人力资源管控现状分析 ....................... 18 3.1 JY集团概况 . 18 3.2 JY集团人力资源管控模式调整历史沿革 ............... 19 3.2.1第一个阶段 ....................... 19 3.2.2第二个阶段 ....................... 20 3.3 JY集团人力资源管控现状 ........ 21 3.4 JY集团人力资源管控诊断 ........ 22 3.4.1诊断方法 ........................... 22 3.4.2访谈和调查问卷数据分析 .............................. 23 3.4.3当前人力资源管控面临的问题 ...................... 26 3.4.4人力资源管控问题产生的原因 ...................... 28 3.5 本章小结 ...... 30 第四章 JY集团人力资源管控模式构建 ....................... 31 4.1 构建JY集团人力资源管控模式框架基础 ............. 31 4.1.1 重塑集团人力资源管控模式新理念 ............. 31 4.1.2 优化组织架构，建立合理治理结构 ............. 32 JY集团人力资源管控模式研究 vi 4.1.3 确定集团人力资源管理中心职能定位 ......... 33 4.2 JY集团人力资源管控模式设计 35 4.2.1 JY集团人力资源管控模式选择 .................... 35 4.2.2 JY集团人力资源管理职责权限划分 ............ 37 4.2.3 J