S公司项目人员配置优化改进研究
发布时间：2018-11-23 09:40
【摘要】：人力资源配置问题,作为企业人力资源管理的核心和关键问题,目前，更加成为了政府机构、事业单位、企业以及各个层次管理者普遍关注的重点问题。组织中的人力资源、物质资源发挥其作用的程度,主要取决于组织内部如何对于其人力资源进行合理配置，目前专家学者都更加关注企业内部的人员配置，尤其是项目管理中的人员配置研究，对于理论与实践都有较高的实用价值。 当前电力行业正处于结构调整、转型升级的特殊阶段，电力基建工程项目管理问题，特别是电力基建工程项目中人力资源管理问题正面临着重大挑战，，同时也迎来了无限机遇，这就意味着电力企业必须要不断深入对于基建项目管理中的人力资源优化配置问题的进行细分，并针对不同情况具体研究分析，以适应电力行业的发展需要。项目人员配置优化,是人力资源管理与开发的关键与核心问题,人力资源、物质力量作用程度的发挥大小,效果如何就是要看我们怎样做好人员的优化配置。要做到人员优化配置，使人力资源得到充分利用，就必须提高对于人力资源管理的重视程度，并且将人力资源管理理念应用到实际工作中。 本论文按照现代人力资源管理思想，对于S公司项目管理过程中人员配置问题进行实例分析，尝试性的通过对于S公司项目不同发展时期人员配置情况分析，查摆S公司现阶段人员配置方面存在的问题，并试探性的提出改进的方案。本论文主要完成以下工作： 第一，分析S公司各个不同成长阶段的人员配置状况，运用格林纳的组织成长阶段模型，将S公司五年的项目筹建期划分成三个阶段，并详细阐述各个阶段的人员配置特点，并配以组织机构图及岗位明细表，说明不同发展阶段项目人员配置方案的不同之处。 第二，就Ｓ公司目前人员配置状况深入剖析其存在的问题。笔者尝试查摆出其人员配置的不足之处，包括：部门分工问题、岗位设置问题、人岗不匹配问题、冗员和结构性缺员问题、员工管理水平、专业技术水平有限、人员流动性差、劳务用工等问题。 第三，尝试提出解决问题的办法。针对文中查摆出的S公司人员配置方案中的不足，提出十点对策，希望这些建议对于S公司未来的发展，人力资源制度改进及按需调整人员配置变动能够有积极的推动作用，也希望这些建议能够对同类型公司有借鉴意义。
[Abstract]:As the core and key issue of enterprise human resource management, human resource allocation has become the focus of attention of government agencies, institutions, enterprises and managers at all levels. The degree to which human resources and material resources play their role in an organization mainly depends on how to allocate their human resources reasonably within the organization. At present, experts and scholars are paying more attention to the internal staffing of enterprises. Especially, the research on staffing in project management has high practical value for both theory and practice. At present, the electric power industry is in the special stage of structural adjustment and transformation and upgrading. The project management of power infrastructure projects, especially the human resources management in power infrastructure projects, is facing great challenges, and it also ushered in unlimited opportunities. This means that the electric power enterprises must continue to subdivide the optimization of human resources allocation in the management of capital construction projects and study and analyze the different situations in order to meet the needs of the development of the power industry. The optimization of project personnel allocation is the key and core problem of human resource management and development. In order to optimize the allocation of human resources and make full use of human resources, we must pay more attention to human resources management and apply the concept of human resource management to practical work. According to the thought of modern human resource management, this paper analyzes the staffing problems in the process of project management in S Company, and tries to analyze the staffing situation of S Company in different development periods. The problems existing in the staffing of Charing S Company at the present stage, and tentative solutions for improvement are put forward. The main work of this thesis is as follows: first, the staffing status of S Company at different growth stages is analyzed, and the five year project preparation period of S Company is divided into three stages by using Greenner's organizational growth stage model. The characteristics of staffing in each stage are described in detail, and the differences of project staffing schemes in different development stages are illustrated with organization chart and post schedule. Second, the current staffing status of S Company in-depth analysis of its existing problems. The author tries to find out the inadequacies of its staffing, including: division of labor in department, post setting, mismatch of personnel and post, redundant and structural staff shortage, staff management level, limited professional and technical level, poor staff mobility, etc. Employment of labor, etc. Third, try to put forward a solution to the problem. In view of the deficiency in S company's staffing scheme, this paper puts forward ten countermeasures, hoping that these suggestions can positively promote S company's future development, human resource system improvement and adjustment of staffing changes on demand. I also hope that these suggestions can be used for reference by similar companies.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272.92
本文编号：2351113
[Abstract]:As the core and key issue of enterprise human resource management, human resource allocation has become the focus of attention of government agencies, institutions, enterprises and managers at all levels. The degree to which human resources and material resources play their role in an organization mainly depends on how to allocate their human resources reasonably within the organization. At present, experts and scholars are paying more attention to the internal staffing of enterprises. Especially, the research on staffing in project management has high practical value for both theory and practice. At present, the electric power industry is in the special stage of structural adjustment and transformation and upgrading. The project management of power infrastructure projects, especially the human resources management in power infrastructure projects, is facing great challenges, and it also ushered in unlimited opportunities. This means that the electric power enterprises must continue to subdivide the optimization of human resources allocation in the management of capital construction projects and study and analyze the different situations in order to meet the needs of the development of the power industry. The optimization of project personnel allocation is the key and core problem of human resource management and development. In order to optimize the allocation of human resources and make full use of human resources, we must pay more attention to human resources management and apply the concept of human resource management to practical work. According to the thought of modern human resource management, this paper analyzes the staffing problems in the process of project management in S Company, and tries to analyze the staffing situation of S Company in different development periods. The problems existing in the staffing of Charing S Company at the present stage, and tentative solutions for improvement are put forward. The main work of this thesis is as follows: first, the staffing status of S Company at different growth stages is analyzed, and the five year project preparation period of S Company is divided into three stages by using Greenner's organizational growth stage model. The characteristics of staffing in each stage are described in detail, and the differences of project staffing schemes in different development stages are illustrated with organization chart and post schedule. Second, the current staffing status of S Company in-depth analysis of its existing problems. The author tries to find out the inadequacies of its staffing, including: division of labor in department, post setting, mismatch of personnel and post, redundant and structural staff shortage, staff management level, limited professional and technical level, poor staff mobility, etc. Employment of labor, etc. Third, try to put forward a solution to the problem. In view of the deficiency in S company's staffing scheme, this paper puts forward ten countermeasures, hoping that these suggestions can positively promote S company's future development, human resource system improvement and adjustment of staffing changes on demand. I also hope that these suggestions can be used for reference by similar companies.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272.92
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