宇虹集团人力资源管控体系研究

发布时间：2018-03-02 10:24

本文关键词： 集团公司人力资源管控集团管控模式　出处：《华北电力大学(北京)》2016年硕士论文　论文类型：学位论文

【摘要】：随着我国社会经济跨越式发展、人力资本时代的到来,人力资源已成为组织竞争的决定性资源。组织竞争的实质是人才竞争,尤其是关键人才的竞争。作为集团型企业,全局性人力资源管控是企业人力资源管理的关键问题之一,集团企业依托人力资源管控实现人力资源整合、协同,发挥集群效应,是集团型企业良性发展的重要管理保障条件。目前,我国集团企业一部分是大型国营企业兼并、重组、并购组成,一部分是民营企业逐步发展壮大而成。它们的共同特点是发展历史短、集团层面人力资源管控与协同管理水平低,尚处于初级发展阶段。部分企业存在过度集权或分权、家族管理与市场竞争机制的矛盾与挣扎反复、总部功能缺失或过于大而全。面临这一局面,怎样构建差异化量身定做式集团人力资源管控体系,是目前我国企业集团面临的管理难题之一。本文首先系统梳理了国内外集团人力资源管控的研究动态与成果,分析、汇总了集团企业人力资源管控相关理论。以宇虹集团为例,通过工作观察法、制度文件梳理、现场访谈等方法分析宇虹集团人力资源管控现状和问题,运用理论与实际相结合的方法,重新再造构建了宇虹集团基于人力资源战略规划体系、关键人才选拔与任职资格体系、关键人才培训体系、绩效评价与薪酬激励体系、子公司监督管控体系的人力资源管控制度政策体系,并制定了详细落地保障措施和示范解决方案。本文认为集团人力资源管控应根据集团企业发展阶段、下属经营单位经营特点等因素差异化设计人力资源管控体系,切忌为统一而统一的粗放式管理。首先确定基本人力资源管控模式和管理战略,再相应设计配套人力资源战略规划体系、关键人才选拔与任职资格体系、关键人才培训培养体系、绩效评价与薪酬激励体系、子公司监督管控体系,并从信息共享平台建设、奖惩机制建设、统筹协同机制建设等维度着手确保宇虹集团人力资源管控落地。本文不仅系统研究和阐发了宇虹集团人力资源管控体系主体框架与重构思路,还进一步提出了“建组织-布人力-定规章”的三步走实施方法。全面解决理论层面研究与应用实战衔接问题,使本文具有更强的应用性和实战性。为体现时代特点,本文不拘泥于现状,提出了宇虹集团落地性实施方案,弥补了单纯理论体系阐释之不足。同时,针对组织碎片化、去中心化、阿米巴模式趋热的外部组织发展形势,提出了自己的发展见解和前瞻性解决方案思路,希望丰富宇虹集团人力资源管控战略思考路径。
[Abstract]:With the rapid development of China's social economy and the arrival of the era of human capital, human resources have become the decisive resources of organizational competition. The essence of organizational competition is talent competition, especially the competition of key talents. Overall human resource management and control is one of the key problems of enterprise human resource management. Group enterprises rely on human resource control to achieve human resource integration, coordination, and play a cluster effect. It is an important management guarantee for the benign development of conglomerate enterprises. At present, some of the group enterprises in China are large state-owned enterprises, which are merged, reorganized, and merged. The common characteristics of private enterprises are that they have a short history of development, low level of human resource control and collaborative management at group level, and are still in the primary stage of development. Some enterprises have excessive centralization or decentralization. The contradictions and struggles between the family management and the market competition mechanism are repeated, the function of the headquarters is absent or too big and complete. Facing this situation, how to construct the human resources management and control system of the differentiated tailor-made group, It is one of the management problems faced by enterprise groups in our country at present. Firstly, this paper systematically combs the research trends and achievements of human resource management and control in domestic and foreign groups, analyzes and summarizes the relevant theories of human resources management and control in group enterprises. Taking Yuhong Group as an example, This paper analyzes the current situation and problems of human resource management and control in Yuhong Group through the methods of job observation, system document combing and on-site interview, and applies the method of combining theory with practice. Based on the strategic planning system of human resources, the selection and qualification system of key talents, the training system of key talents, the performance evaluation and salary incentive system, Yuhong Group has been reconstituted. The subsidiary company supervises the human resources control system policy system of the control system, and formulates the detailed landing safeguard measure and the demonstration solution. This article thinks that the group human resources control should be according to the group enterprise development stage, The management characteristics of subordinate business units are different in designing the human resources management system, and must not be unified and unified extensive management. First of all, the basic human resources control mode and management strategy are determined. Then we design corresponding human resources strategic planning system, key talent selection and qualification system, key talent training system, performance evaluation and compensation incentive system, subsidiary supervision and control system, and from the information sharing platform construction, The construction of reward and punishment mechanism, coordination mechanism construction and other dimensions to ensure the landing of human resources management and control of Yuhong Group. This paper not only systematically studies and explains the main framework and reconstruction ideas of the human resources control system of Yuhong Group. Furthermore, the paper puts forward a three-step implementation method of "built-up organization, manpower and regulations", which comprehensively solves the problem of theoretical research and practical combat convergence, which makes this paper more applicable and practical, in order to reflect the characteristics of the times. This paper does not stick to the current situation, and puts forward the implementation plan of Yuhong Group landing, which makes up for the deficiency of pure theoretical system explanation. At the same time, aiming at the external organization development situation of fragmentation, decentralization, and amoeba model, Put forward their own development ideas and forward-looking solutions, hoping to enrich Yuhong Group's human resources management strategy thinking path.
【学位授予单位】：华北电力大学(北京)
【学位级别】：硕士
【学位授予年份】：2016
【分类号】：F272.92;F426.92

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