I 摘要 随着中国改革开放的深入，投资等要素驱动的中国经济增长速度放缓，经济结构和 消费结构面临升级或优化，中国进入了的经济发展新阶段和新常态，高质量发展成为经 济发展的主题。在这一背景下，政府推出保护环境，建设生态文明的发展部署，大力推 动环保装备制造业和环境监测治理服务业的发展，推动企业降低能耗和污染控制，转型 升级，不断提升产品品质和服务体验，以满足消费者日益增长的消费需求。在这一时代 背景下，YF公司以国家大力发展环保装备制造业为契机，通过资本运作收购多家环保设 备和环境监测治理业务领域的多家公司，由原来的电工材料制造业转型进入环保行业， 打造环境保护与治理修复大平台，进行企业整体战略和运营战略的转型。 战略转型是企业基于内外部环境和核心竞争优势的一种动态平衡，这种骐骥一跃， 华丽转身比企业任何阶段对人力资源管理的要求更高更具挑战性，因此研究转型期的人 力资源管理实践有着非常典型的意义。YF公司从传统制造业转型进入环保行业面临着 内外部环境的不确定性，需要通过内部人力资源管理的确定性来适应外部的不确定性， 这与目前国内很多行业和企业面临的转型升级非常类似，对这一普遍的问题进行研究， 可以为企业和理论界提供案例样本，有很强的借鉴意义。 在转型过程中，YF公司的人力资源定位与角色也发生了改变，从传统人力资源管理 向战略人力资源管理的转变，从职能管理向战略管理转变，人力资源管理更聚焦于企业 战略和业务价值链，人力资源部门转变为战略伙伴和业务伙伴、组织能力和效率提升的 专家。这种转变帮助公司从战略的高度提升公司的人力资源管理水平，应用人力资源管 理的理论和工具，打造核心竞争能力，支撑公司战略转型的实现。 本文运用MBA学习阶段学习掌握的知识，利用理论文献研究、案例分析和数据分析 的方法，分析YF公司战略转型期的需求，从YF公司的战略转型对该公司的人力资源提 出的挑战入手，分析该公司人力资源管理存在的问题及原因，并从转变人力资源管理的 角色定位，根据公司的价值链重建公司的职位价值体系，建立公司的人力标准，根据公 司内部的价值链，配置和优化人才结构，进行战略性的人力资源规划和配置，根据集团 管控模式匹配调整组织架构，明确集团战略管控和事业产业经营的分工定位，建立中长 期激励为主的利益共同体和事业合伙人机制的战略性薪酬激励机制，建立绩效管理与战 略目标强关联等方面进行研究和阐述。从而理清人力资源管理匹配战略转型的思路与方 向，举措与实践，总结出可供处于战略转型期的企业借鉴的战略转型期人力资源管理匹 配的关键对策和思路、经验。 关键词：战略转型 人力资源管理 绩效管理 薪酬激励 ABSTRACT II ABSTRACT With the deepening of China's reform and opening up, China's economic growth rate driven by investment and other factors is slowing down, the economic structure and consumption structure are facing upgrading or optimization, China has entered a new stage and new normal of economic development, and high-quality development has become the theme of economic development. In this context, the government promotes the development of environmental protection, construction of ecological civilization, vigorously promotes the development of environmental protection equipment manufacturing industry and environmental monitoring and treatment service industry, promotes enterprises to reduce energy consumption and pollution control, transformation and upgrading, and constantly improves product quality and service experience to meet the growing consumer demand. Under the background of this era, YF company, taking the opportunity of vigorously developing the environmental protection equipment manufacturing industry of the country, acquired many companies in the field of environmental protection equipment and environmental monitoring and governance business through capital operation, transformed from the original electrical material manufacturing industry into the environmental protection industry, built a large platform for environmental protection and governance repair, and carried out the transformation of the overall strategy and operation strategy of the enterprise. Strategic transformation is a dynamic balance based on the internal and external environment and core competitive advantages of enterprises. This kind of leaping and gorgeous turn is more challenging than the requirements of human resource management in any stage of the enterprise. Therefore, it is of great significance to study the practice of human resource management in the transformation period. YF company's transformation from traditional manufacturing industry to environmental protection industry is faced with the uncertainty of internal and external environment. It needs to adapt to the uncertainty of external environment through the certainty of internal human resource management, which is very similar to the transformation and upgrading faced by many industries and enterprises in China. Studying this common problem can provide case samples for enterprises and theoretical circles, with strong Reference significance. In the process of transformation, the position and role of human resources of YF company has also changed, from traditional human resource management to strategic human resource management, from functional management to strategic management. Human resource 西北农林科技大学硕士学位论文 management focuses more on enterprise strategy and business value chain, and human resource department has changed into experts of strategic partners and business partners, organizational capacity and efficiency improvement. This transformation helps the company to improve the level of human resource management from a strategic height, apply the theory and tools of human resource management, build core competitiveness, and support the realization of the company's strategic transformation. This paper uses the knowledge acquired in the MBA learning stage, theoretical literature research, case analysis and data analysis methods to analyze the needs of YF company in the period of strategic transformation. Starting from the challenges of YF company's strategic transformation to the company's human resources, it analyzes the problems and causes of the company's human resources management, and from changing the role of human resources management, according to the The company's value chain rebuilds the company's position value system, establishes the company's human resource standard, configures and optimizes the talent structure according to the company's internal value chain, carries out strategic human resource planning and allocation, adjusts the organizational structure according to the group's management and control mode matching, clarifies the division of labor positioning of the group's strategic management and control and the business industry operation, and establishes the long-term incentive based benefit sharing The strategic salary incentive mechanism of the same body and business partner mechanism, and the establishment of strong correlation between performance management and strategic objectives are studied and elaborated. So as to clarify the thinking and direction, measures and practice of human resource management matching strategic transformation, and summarize the key countermeasures, ideas and experience that can be used for reference by enterprises in the period of strategic transformation. KEY WORDS: Strategic Transformation；Human resources management；Performance management； Compensation Management； 目 录 1 目 录 摘要 ................................................................................................................................................................ I ABSTRACT ................................................................................................................................................. I 第一章 绪论 ............................................................................................................................................. 1 1.1研究背景 ....................................................................................................................................... 1 1.2研究目的与意义 .......................................................................................................................... 2 1.2.1 研究目的......................................................................................................