深圳公交企业人力资源管理机制研究

发布时间：2018-10-19 17:31

【摘要】：企业在激烈的市场竞争中,企业之间的竞争不仅限于在财力和物力资源的竞争,人才已成为企业赢得竞争的最重要的资产,企业迫切需要继续加强对人力资本开发提升,最大限度地发挥人力资本的价值。希望员工树立责任感和忠诚度,提高团队合作精神和解决问题的能力,以确保有足够的人力资本参与竞争。面对人才的供给和需求,如何吸引人才、激励人才和留住人才?如何加强企业在就业市场上的竞争力?这些问题也已成为人力资源管理者最关注的问题。因此,人力资源管理机制研究对促进企业的持续发展具有十分重要的意义。经过三十多年的改革开放,深圳作为改革开放最前沿和示范城市,经济得到了飞速发展,深圳公交企业也不断成长,并提出了打造“都市公交”的目标。深圳公交企业人力资源管理虽然具备了一定基础,但深圳公交企业来源于国有企业的改制,受原国有企业体制约束的长期作用,人力资源管理没有与企业一起得到相应的发展,企业在人才上也没有引入真正的竞争和淘汰机制,使得公交体系内的管理人才很少流动,员工危机感和竞争力较弱,企业的效益无法得到彻底的发挥。深圳公交企业要改变人力资源管理现状,就一定要树立人力资源是第一资源,人力资源是企业战略性资源的新理念。本文通过研究分析深圳公交企业人力资源管理的现状,采用调查、文献研究、定量分析和案例研究等多种研究方法,结合深圳公交企业经营的特点,对深圳公交企业人力资源管理机制提出优化和完善的方案。提出了深圳公交企业人力资源管理机制中的四大模块现存在的问题,针对各模块提出了适合深圳公交企业发展的人力资源管理优化方案,建立了能够吸引人才、留住人才、合理使用人才、开发和培养优秀人才,能够充分调动员工积极性,实现人力资源的最优配置和促进企业可持续发展的人力资源管理机制。
[Abstract]:In the fierce market competition, the competition among enterprises is not limited to the competition of financial and material resources, talent has become the most important asset for enterprises to win the competition, enterprises urgently need to continue to strengthen the development of human capital. Maximize the value of human capital. Staff are expected to develop a sense of responsibility and loyalty, improve teamwork and problem-solving skills to ensure sufficient human capital to compete. In the face of the supply and demand of talents, how to attract, motivate and retain talents? How to strengthen the competitiveness of enterprises in the job market? These problems have also become the most concerned problems of human resource managers. Therefore, the study of human resource management mechanism is of great significance to promote the sustainable development of enterprises. After more than 30 years of reform and opening up, Shenzhen as the most advanced and model city of reform and opening up, the economy has been rapid development, Shenzhen public transport enterprises have also continued to grow, and put forward the goal of "urban public transport". Although the human resource management of public transport enterprises in Shenzhen has a certain foundation, the public transport enterprises in Shenzhen come from the restructuring of state-owned enterprises and have been restricted by the original state-owned enterprise system for a long time, so human resources management has not been developed correspondingly with the enterprises. The enterprise has not introduced the real competition and elimination mechanism in the talent, which makes the management personnel in the public transport system less mobile, the staff sense of crisis and competitiveness is weak, the enterprise benefits can not be fully played. In order to change the present situation of human resource management, Shenzhen public transit enterprise must set up the new idea that human resource is the first resource and human resource is the strategic resource of the enterprise. Through the research and analysis of the present situation of human resource management in Shenzhen public transit enterprises, this paper adopts many research methods, such as investigation, literature study, quantitative analysis and case study, and combines the characteristics of Shenzhen public transit enterprise management. To Shenzhen public transport enterprise human resource management mechanism puts forward the optimization and the consummation plan. This paper puts forward the existing problems of the four modules in the human resource management mechanism of Shenzhen public transport enterprises, and puts forward the optimization scheme of human resources management suitable for the development of Shenzhen public transport enterprises in view of each module, which can attract and retain talents. The rational use of talents and the development and training of outstanding talents can fully mobilize the enthusiasm of employees, realize the optimal allocation of human resources and promote the sustainable development of human resources management mechanism.
【学位授予单位】：北京交通大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F272.92;F572.88

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