Y钢铁企业人力资源管理研究
发布时间：2018-09-04 20:57
【摘要】：Y钢铁企业是一家处于云南地区的民营企业,年产生铁20万吨,产值5.5亿元。2012年国家工信部认定为“全国优质铸造铁定点生产企业”。目前业务处于高速发展期。公司为求的更好的发展,不断打破传统的旧理念,引入新的管理理念,在这个过程中,Y钢铁企业的发展也遇到了一个瓶颈期,发展受限。虽然企业不断努力提高目前产品的技术水平与创新研究新的产品,引入新技术改变目前被动的局面。也采取了一系列的调整方案,制定了提高公司综合竞争力的战略路线。然而面对诸多影响公司发展战略的因素,其中人力资源管理无法与公司发展相匹配尤其严重。因此,本文基于Y钢铁企业目前的人力资源现状,对人力资源管理存在问题展开研究,并提出相对应的人力资源管理改善策略。希望对Y钢铁企业的发展有一定的借鉴意义。 本文首先结合Y钢铁企业的业务发展战略目标对其人力资源管理现状进行分析,找出Y钢铁企业在人力资源管理方面存在的问题,然后研究对应的改善策略。现阶段Y钢铁企业在人力资源管理方面与企业业务发展战略目标脱节严重。企业人力资源管理部门在人力资源战略、用人机制、人力资本投入与薪酬激励、人力资源管理机制设置和人员匹配程度方面做了很大改革,但是没有辩证的分析公司的现状,盲目的改革,最终变成为了硬性的管理,为了管理而去管理,为了制定制度而去制定。目前这种现象已造成核心营销岗位和高技术岗位人才不足,后备人才储备不足,各层和各类人才结构不合理、人岗匹配不合理、人才使用效率不高等问题,以致Y钢铁企业现有人力资源管理很难为公司未来发展提供有力的支持。本文以人力资源管理规划为重点,分别就Y钢铁企业在人力资源管理的主要方面提出改善意见,即实行人性化管理、提高企业人才自身素质、建立科学的人力资源体系、建立有效的激励机制和约束机制、塑造优秀的企业文化、寻找出在短期内提高Y钢铁企业人力资源管理的方法,从而提高员工满意度,促进员工不断的将自身的潜能最大限度的发挥出来,使企业保持持久的竞争力。最终实现与Y钢铁企业战略目标发展相匹配的人力资源管理政策。
[Abstract]:Y iron and steel enterprise is a private enterprise in Yunnan, with annual pig iron production of 200000 tons and output value of 550 million yuan. At present, the business is in a period of high-speed development. In order to achieve better development, the company constantly breaks the traditional old ideas and introduces new management concepts. In this process, the development of steel enterprises also encountered a bottleneck period, development is limited. Although enterprises are constantly striving to improve the technological level of current products and innovate new products, the introduction of new technologies will change the current passive situation. Has also adopted a series of adjustment plans, has formulated the strategic route which enhances the company comprehensive competitive power. However, in the face of many factors affecting the company's development strategy, human resource management can not match the company's development especially seriously. Therefore, based on the present situation of human resources in Y iron and steel enterprises, this paper studies the existing problems of human resource management, and puts forward corresponding strategies for improving human resources management. Hope to Y iron and steel enterprise development has certain reference significance. In this paper, the present situation of human resource management in Y iron and steel enterprise is analyzed in combination with the strategic goal of its business development, and the problems in human resource management of Y iron and steel enterprise are found out, and then the corresponding improvement strategies are studied. At present, Y iron and steel enterprise in human resources management and business development strategic objectives are seriously disjointed. The human resource management department of the enterprise has made great reforms in the aspects of human resource strategy, employment mechanism, human capital input and salary incentive, human resource management mechanism setting and personnel matching degree, but there is no dialectical analysis of the current situation of the company. Blind reform, eventually for rigid management, management and management, for the establishment of the system to formulate. At present, this phenomenon has resulted in the shortage of talents in core marketing posts and high-tech posts, the insufficient reserve of reserve talents, the irrational structure of various levels and types of talents, the unreasonable matching of personnel and posts, and the low efficiency in the use of talents, etc. As a result, the existing human resource management in Y iron and steel enterprises is difficult to provide strong support for the future development of the company. This paper, focusing on the human resource management planning, puts forward some suggestions on the main aspects of human resource management in Y iron and steel enterprises, that is, to carry out humanized management, to improve the quality of enterprise talents, and to establish a scientific human resource system. To establish an effective incentive mechanism and constraint mechanism, to create an excellent corporate culture, to find ways to improve the human resources management of Y iron and steel enterprises in a short period of time, so as to improve the employee satisfaction. To promote employees to continuously maximize their potential, so that the enterprise to maintain lasting competitiveness. Finally, the human resource management policy that matches the development of Y iron and steel enterprise strategic goal is realized.
【学位授予单位】：云南大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.92;F426.31
本文编号：2223309
[Abstract]:Y iron and steel enterprise is a private enterprise in Yunnan, with annual pig iron production of 200000 tons and output value of 550 million yuan. At present, the business is in a period of high-speed development. In order to achieve better development, the company constantly breaks the traditional old ideas and introduces new management concepts. In this process, the development of steel enterprises also encountered a bottleneck period, development is limited. Although enterprises are constantly striving to improve the technological level of current products and innovate new products, the introduction of new technologies will change the current passive situation. Has also adopted a series of adjustment plans, has formulated the strategic route which enhances the company comprehensive competitive power. However, in the face of many factors affecting the company's development strategy, human resource management can not match the company's development especially seriously. Therefore, based on the present situation of human resources in Y iron and steel enterprises, this paper studies the existing problems of human resource management, and puts forward corresponding strategies for improving human resources management. Hope to Y iron and steel enterprise development has certain reference significance. In this paper, the present situation of human resource management in Y iron and steel enterprise is analyzed in combination with the strategic goal of its business development, and the problems in human resource management of Y iron and steel enterprise are found out, and then the corresponding improvement strategies are studied. At present, Y iron and steel enterprise in human resources management and business development strategic objectives are seriously disjointed. The human resource management department of the enterprise has made great reforms in the aspects of human resource strategy, employment mechanism, human capital input and salary incentive, human resource management mechanism setting and personnel matching degree, but there is no dialectical analysis of the current situation of the company. Blind reform, eventually for rigid management, management and management, for the establishment of the system to formulate. At present, this phenomenon has resulted in the shortage of talents in core marketing posts and high-tech posts, the insufficient reserve of reserve talents, the irrational structure of various levels and types of talents, the unreasonable matching of personnel and posts, and the low efficiency in the use of talents, etc. As a result, the existing human resource management in Y iron and steel enterprises is difficult to provide strong support for the future development of the company. This paper, focusing on the human resource management planning, puts forward some suggestions on the main aspects of human resource management in Y iron and steel enterprises, that is, to carry out humanized management, to improve the quality of enterprise talents, and to establish a scientific human resource system. To establish an effective incentive mechanism and constraint mechanism, to create an excellent corporate culture, to find ways to improve the human resources management of Y iron and steel enterprises in a short period of time, so as to improve the employee satisfaction. To promote employees to continuously maximize their potential, so that the enterprise to maintain lasting competitiveness. Finally, the human resource management policy that matches the development of Y iron and steel enterprise strategic goal is realized.
【学位授予单位】：云南大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.92;F426.31
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