科昊威公司人力资源管理制度建设研究

发布时间：2018-10-15 10:51

【摘要】：在国家鼓励创业的大环境下,越来越多的人希望通过创业实现自身价值。很多的创业者在创业初期,并没有具体的创新能力和技术能力,只能依靠外界优质的资源和自身卓越的销售能力支撑企业的经营。在企业渡过危险的初创期后,这些小微企业开始探寻发展壮大的道路。由于企业环境的限制,这些小微企业在经营前期,无暇顾及企业的人力资源管理。然而在发展过程中,诸多的困难使企业举步维艰,缺乏人力资源管理制度更是使企业雪上加霜。本文以案例的形式,对渡过危险初创期的小企业科昊威公司的人力资源管理制度的建立方案进行了分析。首先,文章分析了科昊威公司所处的商业环境及公司的战略方向。科昊威公司属于销售代理型小企业,销售领域为工业设备。该企业选择的战略是向集成服务类公司发展,利用服务为产品增值产生利润。该企业的特点是无自主技术,主要靠代理销售模式,利用服务为产品增值。产品成本占用资金量大,公司本身实收资本少,融资困难,对现金流动性要求高。其次,由于公司财务压力大,现金流要求高。人力资源战略的制定要严格遵从财务预算的要求,不为公司的财务系统带来压力。因此,确定在人力资源战略之前,公司着重分析了人力资源预算,并确定了薪酬范围。再次,文章根据科昊威公司的企业战略,分析了公司的人力资源战略。公司的企业战略决定公司的人力资源战略向着力培养工程及管理人才倾斜,且人才的留职和使人才同企业共同成长,是科昊威公司主要的人力资源战略。最后,根据科昊威公司的具体环境,文章为其探寻出可行的执行方案,并在实践中加以验证。本文希望借由对案例企业的研究,为处于困境中,致力于扩大转型的小微企业搭建人力资源制度模型,为尚无人力资源管理的企业寻求可以借鉴的人力资源制度搭架解决方案。
[Abstract]:In the environment where the state encourages entrepreneurship, more and more people hope to realize their own value through entrepreneurship. Many entrepreneurs do not have specific innovation ability and technical ability in the initial stage of starting a business, they can only rely on the external high-quality resources and their own outstanding sales ability to support the operation of the enterprise. After going through the dangerous beginnings, these micro-enterprises began to explore the way to grow. Because of the restriction of the enterprise environment, these small and micro enterprises have no time to take into account the human resource management of the enterprise in the early stage of operation. However, in the process of development, many difficulties make the enterprise difficult, and the lack of human resource management system makes the enterprise worse. In the form of a case, this paper analyzes the establishment scheme of human resource management system of Kehao Wei Company, a small enterprise that has passed through the dangerous initial stage. First of all, the article analyzes the business environment and strategic direction of Kehao Wei Company. Kehao Wei Co., Ltd. is a sales agent small enterprises, sales field for industrial equipment. The strategy chosen by the enterprise is to develop into integrated service companies and to utilize services to generate profits for product value-added. The characteristics of the enterprise is no independent technology, mainly rely on agent sales model, the use of services for product value-added. Product cost occupies large amount of capital, the company has less paid-in capital, difficult financing, and high demand for cash liquidity. Secondly, because the company financial pressure, cash flow requirements are high. Human resources strategy should strictly comply with the requirements of the financial budget, not to bring pressure on the financial system of the company. Therefore, to determine the human resources strategy, the company focused on the analysis of human resources budget, and determine the pay range. Thirdly, according to the enterprise strategy of Kehao Wei Company, the article analyzes the human resource strategy of the company. The company's corporate strategy determines the company's human resources strategy to focus on the training of engineering and management talents, and the retention of talent and the common growth of talent with the enterprise, is the main human resources strategy of Kehao Wei Company. Finally, according to the specific environment of Kehao Wei Company, this paper explores a feasible implementation scheme for it and verifies it in practice. This paper hopes to build a human resource system model for the small and micro enterprises which are in a difficult position by studying the case of enterprises, and to seek a solution for the enterprises without human resources management that can be used for reference.
【学位授予单位】：华北电力大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272.92;F426.61

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