母子公司人力资源管理控制点研究——基于问卷调查的定量分析

发布时间：2018-06-12 03:13

本文选题：母子公司 + 人力资源管理　；参考：《山东社会科学》2017年09期

【摘要】：集团化经营有利于企业之间形成协同、最大限度利用资源、降低交易成本和弥补市场及制度漏洞。但是,集团企业人力资源管理与单体企业存在不同,在人力资源管理目标、管理权限、管理层次和管理内容等方面更加复杂。集团企业人力资源管理控制点,主要分布在集团人力资源规划、招聘与配置、培训与开发、薪酬与福利和绩效考核等方面。本文通过文献归纳和分析,结合专家访谈和问卷调查,总结了母子公司人力资源管理六个环节中78个控制点。控制点及其分类从集团管理实践中提炼,具有科学性和系统性。有助于母公司通过控制点实施人力资源管理。此外,不同集分权管理模式下控制点选择成为母子公司职责分配的依据。总体来看,母公司越是分权管理,采用的控制点重要性级别越高、数量越少,职责和权力越下移。
[Abstract]:Collectivization is beneficial to the formation of synergy among enterprises, maximum utilization of resources, reduction of transaction costs and making up for market and institutional loopholes. However, the human resource management of group enterprises is different from that of individual enterprises, and it is more complex in terms of human resource management objectives, management authority, management levels and management contents. The human resource management control points are mainly distributed in human resource planning, recruitment and configuration, training and development, compensation and welfare and performance appraisal. This paper summarizes 78 control points in six links of parent-subsidiary company human resource management by literature analysis, expert interview and questionnaire survey. The control point and its classification are extracted from the practice of group management, which is scientific and systematic. Assist parent company to implement human resource management through control point. In addition, the choice of control points is the basis for the distribution of responsibilities between parent and subsidiary companies under different centralized and decentralized management modes. In general, the more decentralized the parent company, the higher the importance level and the smaller the number of control points used, and the lower the responsibility and power.
【作者单位】：山东大学管理学院;
【基金】：国家自然科学基金面上项目(编号:71672102) 山东省自然科学基金项目(编号:ZR2014GM011)的阶段性研究成果
【分类号】：F272.92

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