一汽轿车公司多项目管理中的人力资源配置研究

发布时间：2018-05-28 06:17

本文选题：汽车企业 + 自主品牌　；参考：《天津大学》2013年硕士论文

【摘要】：改革开放以来,中国经济得到了快速的发展。20世纪90年代后,汽车工业进步显著,生产数量和规模均在快速增长之中,目前已成为世界第四大生产国,并且还具备了自主研发的能力。在经历了三十年前引进外资,合资办厂,以市场换技术的时代后,2009年国务院公布“汽车振兴计划”,明确提出要支持自主品牌的发展,强调有优购买新能源和自主品牌汽车,并规定政府用车中的自主品牌所占比例不得低于50%。各大汽车厂商纷纷加入了自主研发的大军,自主品牌汽车的上市逐年增加,这也使得汽车企业的项目由单一管理进入多项目并行管理阶段。然而在众多项目进行过程中,企业的资源需求量增大,尤其是人力资源,其管理的好坏直接决定项目的完成质量。在多个项目交叉的环境下,如何有效的分配人力资源就成为了关键所在。本文就一汽轿车现有项目管理中存在的问题,首先对国内外已有的研究成果和参考文献进行归纳,提出适合本企业的研究框架,再借鉴以往多项目人力资源配置的常用方法,对企业多项目运行中的人力资源配置进行优化。文章有两部分核心内容,第一部分主要分解了企业中多项目人力资源配置的组织结构,不同组织结构对企业的资源配置所产生的影响,同时建立了面向汽车企业内多项目人资源优化配置的组织结构,为企业中的人力资源提供了较好的应用平台。第二部门是利用遗传算法,建立企业内的人力资源配置模型。成立项目管理室,使其对项目组成员进行任务分工,再建立多项目人力资源配置模型,使用遗传算法定量计算,使企业多项目间的人力资源得到优化配置。本文利用研究成果,以及优化后的人力资源模型,总结出适用于一汽轿车产品研发项目中的人力资源配置方案,使多项目间的交流更顺畅,人员协作更融洽,项目进程能够有效得到控制,从而使产品项目在计划周期内投入生产,满足市场销售需求。
[Abstract]:Since the reform and opening up to the outside world, China's economy has been developing rapidly. Since the 1990s, the automobile industry has made remarkable progress, and the number and scale of production are both growing rapidly. At present, China has become the fourth largest producer country in the world. And also have the ability of independent research and development. After 30 years of introducing foreign capital, joint-venture factories and exchanging markets for technology, in 2009 the State Council announced the "Automobile Revitalization Plan", which explicitly stated the need to support the development of independent brands, emphasizing the purchase of new energy sources and self-branded cars. And government cars in the proportion of independent brands must not be less than 50. Major automobile manufacturers have joined the army of independent research and development, and the listing of self-owned brand cars has increased year by year, which also makes the project of automobile enterprise from single management to multi-project concurrent management stage. However, in the process of many projects, the resource demand of the enterprise is increasing, especially the human resources. The quality of the project is directly determined by the quality of its management. How to allocate human resources effectively becomes the key in the environment of multiple projects. In this paper, the existing problems in FAW car project management are summarized firstly, the research results and references are summarized, and the research framework suitable for this enterprise is put forward, and then the common methods of multi-project human resource allocation in the past are used for reference. Optimize the human resource allocation in multi-project operation. There are two core parts in this paper. The first part mainly decomposes the organizational structure of multi-project human resource allocation in enterprises, and the influence of different organizational structure on the resource allocation of enterprises. At the same time, an organization structure for multi-project human resource optimization in automobile enterprises is established, which provides a better application platform for human resources in enterprises. The second part is the establishment of human resource allocation model using genetic algorithm. The project management room was set up to divide the tasks of the members of the project team, and then the multi-project human resource allocation model was established, and the quantitative calculation with genetic algorithm was used to optimize the allocation of human resources among enterprises. Based on the research results and the optimized human resource model, this paper summarizes the human resource allocation scheme which is suitable for FAW car product research and development project, so that the communication between the multiple projects is more smooth, and the personnel cooperation is more harmonious. The process of the project can be effectively controlled so that the product project can be put into production during the planning cycle to meet the market demand.
【学位授予单位】：天津大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F426.471;F272.92

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