ZBGD供电公司人力资源优化配置的研究

发布时间：2018-12-09 08:39

【摘要】：随着经济社会发展,城市电网正在经历着智能化建设的升级,先进的设备必然要求有先进的管理方式与之相适应。早在上世纪末,电力部门就步入改革化进程,ZBGD供电公司也在这场轰轰烈烈的改革浪潮中经历了由计划经济时代向市场经济时代的跨越和转型,但改革并不算顺利也不彻底。随着市场经济活力的进一步释放,ZBGD供电公司的管理制式已不再适应新形势、新变化、新发展,特别是从人力资源管理配置的角度看,还存在人力资源模式滞后,管理模式老化等现象,进一步影响了公司整体绩效的提升和业绩的增长,制约着企业的进一步发展。因此,突破不符合生产力发展的人力资源管理旧模式的束缚,将人力资源进行全面的优化配置,建立符合企业的人岗匹配模式,对于企业在日益激烈的竞争环境中提升整体竞争力,实现健康可持续发展,有十分重要的意义。本文的研究对象ZBGD供电公司是一家国有垄断性供电企业,由于当前对该类型企业人力资源优化配置的研究还较少,本文的研究将对此类国有企业人力资源优化配置设计提供很好的参考。本文将按照提出问题——分析问题——解决问题的思路撰写。在大量文献研究的基础上,对人力资源管理、人力资源优化配置的相关理论进行阐述。通过实地走访和员工访谈,对ZBGD供电公司的人力资源配置现状进行全盘摸底,发现存在有六个方面的问题:结构性缺员、学历水平不高、专业分布不均、人员流动性不足、年龄结构失衡、人岗不匹配。通过分析这些问题,认为有六个方面原因导致了这些问题:对人力资源管理认识不足、组织结构设置不科学、缺乏资源配置市场化运行机制、缺少科学有效的岗位测评;员工的后期培训与开发不足;缺乏科学规范的绩效评价体系。笔者对ZBGD供电公司人力资源管理配置进行优化设计,突出了实用性和全面性,特别是在设计上进行了全面优化、细化。优化方案包括了:优化组织结构、增加人力资源供求预测环节、完善岗位分析、优化招聘制度、优化绩效评价体系、优化薪酬激励机制、加强职业发展通道建设七项设计方案。同时,为了保障这些措施有效运行,又提出了建立人力资源管理部门、引导树立人力资源优化配置的理念、加强人力资源管理培训、充分发挥信息管理系统辅助作用、增强企业文化建设五项保障措施。
[Abstract]:With the development of economy and society, urban power grid is undergoing the upgrading of intelligent construction. Advanced equipment must be adapted to the advanced management mode. As early as the end of last century, the electric power department stepped into the reform process, ZBGD power supply company also experienced the leapfrogging and transformation from the planned economy era to the market economy era in this vigorous reform tide, but the reform was not smooth or thorough. With the further release of market economy vitality, the management system of ZBGD power supply company is no longer adapted to the new situation, new changes and new development, especially from the point of view of human resource management allocation, there is still a lag of human resource mode. The aging of management mode has further affected the overall performance of the company and the growth of performance, restricting the further development of enterprises. Therefore, breaking through the shackles of the old mode of human resource management, which is not in line with the development of productive forces, we should optimize the allocation of human resources in an all-round way, and establish a matching pattern of people and posts in line with the enterprise. It is of great significance for enterprises to enhance their overall competitiveness and realize healthy and sustainable development in the increasingly competitive environment. The research object of this paper is ZBGD Power supply Company, which is a state-owned monopoly power supply company. The research in this paper will provide a good reference for this kind of state-owned enterprises. This article will be written according to the idea of problem-analysis-problem-solving. On the basis of a lot of literature research, this paper expounds the related theories of human resource management and human resource optimal allocation. Through field visits and staff interviews, the author makes a comprehensive survey of the present situation of human resources allocation in ZBGD Power supply Company, and finds that there are six problems: structural shortage of staff, low level of education, uneven distribution of major and insufficient mobility of personnel. The age structure is out of balance, the person post does not match. Through the analysis of these problems, it is concluded that there are six reasons leading to these problems: insufficient understanding of human resources management, unscientific organization structure, lack of market-oriented operation mechanism of resource allocation, lack of scientific and effective post evaluation; Lack of staff training and development; lack of scientific and standardized performance evaluation system. The author optimizes the configuration of human resource management in ZBGD power supply company, which highlights the practicability and comprehensiveness, especially the overall optimization and refinement of the design. The optimization scheme includes: optimizing the organizational structure, increasing the forecasting link of human resource supply and demand, perfecting the post analysis, optimizing the recruitment system, optimizing the performance evaluation system, optimizing the salary incentive mechanism, and strengthening the seven design schemes of career development channel construction. At the same time, in order to ensure the effective operation of these measures, it also puts forward the idea of establishing human resources management department, guiding the establishment of human resources optimal allocation, strengthening human resource management training, and giving full play to the auxiliary role of information management system. Strengthen the enterprise culture construction five safeguard measures.
【学位授予单位】：山东理工大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272.92;F426.61

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