深圳市泛亚人力资源股份有限公司业务发展战略研究

发布时间：2018-03-01 09:04

本文关键词： 人力资源服务发展战略　出处：《兰州大学》2017年硕士论文　论文类型：学位论文

【摘要】：人力资源服务业是为劳动者和用人单位在就业和职业发展、人力资源合理开发与优化配置等方面提供相关服务的生产性服务业。在全球经济一体化、知识经济系统化的浪潮下,人力资源已经成为促进经济增长、提升企业核心竞争力的第一要素。人力资源服务业正是在上述背景中迅速崛起,成为现代服务业中十分重要的一种业态。美国是人力资源服务业的发源地,从十九世纪末开始,历经百余年的发展,人力资源服务业在西方发达国家已建立起较为完善的行业经营体系和相对成熟的商业服务模式。我国人力资源服务业是在改革开放后出现的新兴行业,1979年成立的北京外企人力资源服务公司(FESCO)是我国第一家人力资源市场服务机构。经过三十多年发展,我国人力资源服务业形成了多元化、多层次的服务体系,行业规模不断壮大,服务业态进一步丰富,人力资源优化配置能力进一步增强,行业集聚效应初步显现。从国家战略层面看,对人力资源服务业的大力扶持,是调整经济结构、促进就业、保障民生、稳定经济增长的重要手段。2011年,《国民经济和社会发展第十二个五年规划纲要》将提升人力资源服务业第一次纳入五年规划,行业发展迎来重要契机。2014年12月,人力资源和社会保障部联合国家发改委、财政部印发了《关于加快发展人力资源服务业的意见》,第一次就发展人力资源服务业在全国范围内进行了全面部署,提出了行业发展的主要目标,八项重点任务和六大政策措施,将为我国人力资源服务业发展增添强大动力。本文所研究的人力资源服务企业-深圳市泛亚人力资源股份有限公司是一家新三板上市(A股证券代码836995)的中小型人力资源服务提供商。其业务主要包括劳务派遣、岗位外包以及其他人力资源服务等。经过多年积累,该公司已经取得一定成绩。但总体而言,作为新兴服务产业的人力资源服务行业,其发展历程不长,行业市场集中度相对不高,企业服务专业水平偏低,业务同质化严重,还远未形成成熟的经营模式,小型服务商面临艰难的生存环境。作为中小型人力资源服务公司的深圳市泛亚人力资源股份有限公司,现有业务相对传统,主营的劳务派遣业务受国家政策限制等原因发展后劲不足,附加值较高的业务占比过低,以及存在资金瓶颈、客户集中风险等问题,因此考虑通过制定业务发展战略来改善公司目前经营状况,提升公司整体业绩水平。目前,国内基于人力资源服务企业的业务发展战略研究不多,本论文将在战略管理理论及方法的指导下,对该行业宏观、微观环境进行分析,结合较为典型的中小型人力资源公司-深圳市泛亚人力资源股份有限公司自身的资源分析,为该公司提供战略指引,并给出一些切实可行的战略方案,构筑公司核心竞争力,使公司可持续发展。同时也希望该研究能对同业公司业务发展提供一定参考,对完善中国人力资源服务行业理论体系起到促进作用。
[Abstract]:The human resources services for workers and employers in employment and occupation development, rational exploitation of resources and optimizing human resources allocation etc. to provide related services of producer services. In the global economic integration, the wave of knowledge economy system, human resources has become the first factor to promote economic growth, enhance the core competitiveness of enterprises. The human resource service industry is the rapid rise in the background, has become a very important industry in the modern service industry. The United States is the birthplace of the human resource service industry, from the beginning of the end of nineteenth Century, after a hundred years of development, the human resource service industry in western developed countries have established a relatively perfect management system and industry the relatively mature business model. China's human resource service industry is a new industry after the reform and opening up, Beijing foreign enterprise human resources service was established in 1979 The service company (FESCO) is China's first human resources service market. After more than 30 years of development, China's human resource service industry has formed a diversified, multi-level service system, industry growing scale, to further enrich the service industry, optimize the allocation of human resources to further enhance the industry cluster effect from the state initially apparent. The strategic level, to vigorously support the human resource service industry, is to adjust the economic structure, promote employment, safeguard the people's livelihood, an important means of.2011 stable economic growth, "national economic and social development Twelfth Five Year Plan" will enhance the human resource service industry for the first time in five years of planning, the development of the industry to usher in an important opportunity.2014 in December, Ministry of human resources and social security and the national development and Reform Commission, the Ministry of Finance issued "on accelerating the development of the human resource service industry views > first development HR industry conducted a comprehensive deployment in the country, and put forward the main goal of the development of the industry, eight key tasks and six policy measures for China's human resource service industry development adds powerful power. The human resources services company - Shenzhen Pan Asia Human Tiomin Resources Inc is a new board listed (A stock code: 836995) of small and medium sized human resources service provider. Its main business includes labor dispatch, outsourcing jobs and other human resources services. After many years of accumulation, the company has made some achievements. But overall, as a new service industry human resource service industry, its development is not long, the industry market concentration is not high, the level of professional service enterprise is low, business homogenization of serious, far from forming a mature business model, small service providers face a difficult life The environment and human. The Pan Asia Tiomin Resources Inc in Shenzhen city as a small human resources services company, the existing business is relatively traditional, the main labor dispatch business by the national policy constraints and other reasons lack of development potential, high value-added business accounted for too low, and the capital bottleneck, the risk of problems such as customer focus, so consider through the development of business the development strategy to improve the company's current operating conditions, enhance the company's overall performance level. At present, the human resources service business development strategy is not more based on domestic, this paper will be in the strategic management theory and method under the guidance of the macro, micro environment analysis, combined with the typical small and medium-sized Human Resources Inc - Shenzhen city Tiomin Resources Inc's fair human resource analysis, provide strategic guidance for the company, and give some feasible The strategic plan is to build the company's core competitiveness and make the company's sustainable development. Meanwhile, it also hopes that this study can provide some references for the development of the same company's business and improve the theoretical system of China's human resource service industry.

【学位授予单位】：兰州大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F719;F272

【相似文献】