J医药销售公司人力资源配置及优化研究

发布时间：2018-04-24 01:36

本文选题：J公司 + 人力资源配置　；参考：《云南大学》2015年硕士论文

【摘要】：人力资源管理的所有工作都需要首先完成对人力资源的配置方能开展,同时,人力资源管理的各个模块包括人员招聘、培训与开发、薪酬管理、绩效管理、劳动关系管理等,又都是以人力资源的合理配置为目的来进行的,因此,对人力资源配置进行研究的重要性和必要性是显而易见的。然而,过去很长时间以来,关于人力资源配置方面的理论研究和具体案例并不集中,仅零星散见于招聘配置、内部流动管理等人力资源管理的理论中；与人力资源配置有关的管理活动如工作分析、能力素质模型、人力资源战略规划等理论或研究,作为人力资源配置的基础和前提存在,但也往往并未提及与人力资源配置的关联关系或相互匹配。本论文首先从人力资源配置的涵义入手,以人力资源配置串起了人力资源管理相关活动的涵义和基本理论,并据此分析了人力资源配置在医药企业的应用现状及普遍存在的问题,以期使人力资源配置理论相对集中和清晰。之后,重点以J医药销售公司(以下简称为“J公司”)为例进行该公司人力资源配置的优化研究：首先简单介绍了该公司的经营业务、发展状况,以及该公司的组织结构及销售部门的业务模式,并对该公司目前在人力资源配置、再配置以及相关活动进行了现状分析,从而得出了对该公司人力资源数量优化配置模型的必要性结论,再之后进行了人力资源数量配置的优化设计,阐述了优化配置模型的保障措施及应用效果评估。简单地说,本论文以人力资源管理的基础命题——人力资源配置出发,将相关理论引入于J公司进行理论分析和实践探讨,通过对J公司在销售人员这一一线核心人才队伍人力资源配置的分析,对其存在的主要问题即人力资源数量配置进行了优化配置的思考和研究,从而帮助J公司优化人力资源配置,提升组织效能,使J公司或类似企业在医疗行业的大变革时代保持更从容的生存能力和提升更强的竞争能力。本论文是对医药企业人力资源配置的思考和探索,通过本研究论文以及该优化配置方法在J公司的应用,明显提高了该公司在人力资源配置决策上的科学性、客观性和合理性,产生了良好的效益,同时,对所有医药销售队伍的人力资源配置均具有一定的参考价值和借鉴意义。
[Abstract]:All the work of human resource management needs to be completed first. Meanwhile, the modules of human resource management include personnel recruitment, training and development, salary management, performance management, labor relations management, etc. Therefore, the importance and necessity of the research on human resource allocation is obvious. However, in the past a long time, the theory of human resources allocation and specific cases are not concentrated, only scattered in the recruitment allocation, internal mobility management and other human resources management theory; Management activities related to human resource allocation, such as job analysis, competency model, human resource strategic planning and so on, exist as the basis and premise of human resource allocation. However, there is often no reference to the relationship or matching with human resource allocation. This paper starts with the meaning of human resource allocation, and starts with the meaning and basic theory of human resource management related activities. Based on this, the paper analyzes the present situation of the application of human resource allocation in pharmaceutical enterprises and the existing problems, in order to make the theory of human resource allocation relatively centralized and clear. After that, the author takes J Pharmaceutical sales Company (hereinafter referred to as "J Company") as an example to study the optimization of the company's human resources allocation: firstly, it briefly introduces the business and development of the company. And the company's organizational structure and sales department business model, and the company's current human resources allocation, reconfiguration and related activities are analyzed. The necessity of the optimal allocation model of human resource quantity is obtained, and then the optimal design of human resource quantity allocation is carried out, and the safeguard measures and application effect evaluation of the optimal allocation model are expounded. To put it simply, based on the basic proposition of human resource management-human resource allocation, this paper introduces relevant theories into J Company for theoretical analysis and practical discussion. Through the analysis of the distribution of human resources of J Company in the front line of the core talents, the author thinks and researches on the optimization of the allocation of human resources, which is the main problem of the company, that is, the allocation of the quantity of human resources. In order to help J company to optimize the allocation of human resources, enhance organizational effectiveness, so that J or similar enterprises in the medical industry in the era of great change to maintain a more relaxed survival and enhance a stronger competitive power. This paper is a reflection and exploration on the allocation of human resources in pharmaceutical enterprises. Through this research paper and the application of the optimized allocation method in J Company, the scientific nature, objectivity and rationality of the human resources allocation decision of the company are obviously improved. At the same time, it has certain reference value and significance to all the medical sales team's human resource allocation.
【学位授予单位】：云南大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F721;F272.92

【共引文献】