A集团公司人力资源管控体系的优化研究

发布时间：2018-01-31 06:09

本文关键词： 集团公司集团公司管控人力资源管控管控模式　出处：《北京交通大学》2017年硕士论文　论文类型：学位论文

【摘要】：随着全球化经济的快速发展,人才争夺大战的愈演愈烈,人才在企业中的重要地位逐渐得到各大公司高层管理者的高度重视。与此同时,伴随着这些年国家产业结构的不断调整,让许多企业的竞争力得到了明显的加强,其中很多发展较快的已经成为集团公司。从整体状况来看,国内集团公司的形成和发展与国外相比都处于相对滞后的状态,没有形成相对成熟的集团管控模式。国内集团公司的发展模式通常是先发展产业,待产业发展到一定规模,便会纵向或横向进行发展,最终演变成为集团公司。这种只注重产业链的发展,忽视集团上下协同管理的发展方式势必会带来诸多问题,在人力资源管控中尤以以下两个问题较为突出:一种是绝对地放权,过度的尊重和重视下属子公司之间的差异性,而忽略了集团整体统一性、规范性的重要性,在这种情况下集团公司很难发挥集团公司的重要作用。另外一种干预过多,过度的注重集团公司的标准性、规范性的要求,而忽略下属子公司自身发展的差异性、特殊性。伴随集团公司产业范围的不断扩大、人才需求的日益增加,集团公司管理者如何从战略的角度出发,综合内外部环境影响因素,结合公司经营管理实际建立带有自身特点的集团化人力资源管控体系,对下属子公司进行科学的、行之有效的人力资源管控,以便能更好地推动集团公司经营发展和战略目标达成都有着深刻且重要的意义。A集团公司是一家成立于1997年的多元化民营企业集团公司,经过多年的产业经营与战略推进,A集团公司已形成了“大金融、大健康、文化旅游”三大产业战略布局,正在打造“一体两翼”的产业战略支撑架构和产融结合的“双轮驱动”特色发展模式。但随着国内经济新常态、国际政治经济的不确定性因素增加,以及国内市场各行业发展放缓与竞争的日趋激烈,如何保障A集团公司三大产业战略的有效推进、资产经营质量逐步提高、业务的可持续发展和内部经营管理水平逐步提升以有效应对市场竞争已成为A集团董事局需要和将要面对的一个全新挑战。本文以A集团公司为例,从A集团公司的管控现状进行分析,并挖掘出A集团公司人力资源管控存在的问题,针对以上问题分条理、按层次对A集团公司人力资源管控体系进行了优化设计。希望A集团管理者能够借鉴完善后的优化设计方案在对各子公司的实际管理过程中做到切实有效的人力资源管控,充分发挥出人力资源管控的上下协同作用,以便能更好地推动集团公司经营发展和战略目标的达成。
[Abstract]:With the rapid development of the global economy and the fierce competition for talents, the important position of talents in the enterprise has gradually been attached great importance to by the senior managers of the major companies. With the continuous adjustment of the national industrial structure in recent years, the competitiveness of many enterprises has been significantly strengthened, many of which have been rapidly developed into group companies. From the overall situation. The formation and development of domestic group companies are in a relatively backward state compared with foreign countries, and there is no relatively mature group control mode. The development mode of domestic group companies is usually to develop industry first. When the industry develops to a certain scale, it will develop vertically or horizontally and eventually become a group company. This kind of development only pays attention to the development of industrial chain. Ignoring the development of collaborative management of the group will inevitably bring many problems, especially in the human resource management and control of the following two issues are more prominent: one is absolute decentralization. Excessive respect and attention to the differences between subsidiary companies, while ignoring the overall unity of the group, normative importance. In this case, it is difficult for the group company to play an important role. Another kind of excessive intervention, too much attention to the standard, normative requirements of the group company. While ignoring the differences and particularities of the development of subsidiary companies, with the continuous expansion of the industrial scope of the group companies, the increasing demand for talent, how the managers of the group companies from a strategic point of view. Comprehensive internal and external environmental factors, combined with the actual company management and management to establish a group of human resources control system with its own characteristics, subsidiary companies to carry out scientific, effective human resources management and control. In order to better promote the group company management development and strategic goals Chengdu has a profound and important significance. Group A is a diversified private enterprise group company founded in 1997. After years of industrial management and strategic promotion, the company has formed the "big finance, great health, cultural tourism" three industrial strategic layout. The industry strategy supporting framework of "one body and two wings" is being built, and the "two wheel drive" characteristic development mode of the combination of industry and finance is being built. However, with the new normal of domestic economy, the uncertainty of international politics and economy is increasing. As well as the slowing down of the development of various industries in the domestic market and the increasingly fierce competition, how to ensure the effective promotion of the three major industrial strategies of Group A, and the gradual improvement of the quality of asset management. The sustainable development of business and the improvement of internal management level to effectively meet the market competition has become a new challenge to the board of directors of Group A. this paper takes Group A as an example. This paper analyzes the current situation of management and control of group A company, and excavates the problems existing in human resource control of group A company, aiming at the above problems divided into layers. This paper optimizes the management and control system of human resources of group A company according to the level. It is hoped that the managers of group A can draw lessons from the improved optimization design scheme to achieve practical and effective manpower in the actual management process of each subsidiary company. Resource control. Give full play to the synergy of human resources management and control, in order to better promote the group's business development and strategic objectives.
【学位授予单位】：北京交通大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F832.39

【参考文献】