中文摘要
随着世界一体化以及知识经济时代的到来,企业间的竞争由资源、技术的竞争演变为人力资源的竞争。兰鑫公司作为一家家族式民营企业,历经十多年发展,公司已初具规模,但在人力资源管理方面,存在着家族式民营企业普遍存在的一些问题,如高端管理人才缺乏、员工培训和激励措施不足、人员流动性较大、企业核心文化缺失等,兰鑫公司如何立足当前,将企业建设成为一家现代化的民营企业,关系到企业的长久发展,这一问题的关键在于要着力构建符合企业自身实际的人力资源管理体系。
本文在研宄过程中,使用了文献研究与文献参考,从现有的文献中收集、研宄和整理资料,对人力资源管理的基础理论和当前前沿性的人力资源管理理念、家族式民营企业的人力资源管理等进行文献综述,从而为后续研宄奠定了理论基础。同时以案例分析作为基本研宄方法,对主要对研宄目标一一兰鑫公司进行深度剖析,找出该企业存在的问题和不足,为下一步制定可行的人力资源管理体系打造事实基础。通过调查问卷与走访,获取了兰鑫公司人力资源管理方面的第一手资料。
针对兰鑫公司的现状,本文力图从六个方面来构建兰鑫公司的人力资源管理体系:一是通过引进与培养职业经理人,为公司规范化管理尤其在人力资源管理体系的构建方面提供高层的人才支撑;二是进行岗位分析与职位说明书的编写,为员工招聘、员工培训、绩效管理、薪酬管理等提供必要的基础;三是构建人才招聘体制,不断为公司补充和吸收优秀人才;四是建立长效的培训体系,以提升员工的技能和综合素质,进一步挖掘公司现有员工的潜力;五是建立绩效管理体系,将公司战略目标层层进行分解,将员工个人目标与公司目标建立有机联系,并通过绩效考核,调动和激发员工的积极性和创造力;六是建立绩效薪酬体系,将员工薪酬与员工绩效紧密衔接,使员工的薪酬结构更加合理,并进一步起到薪酬的激励作用;本文力争通过上述研究,能够为兰鑫公司建立符合自身实际并有一定可操作性的人力资源管理体系,同时能够对其他家族式民营企业有所借鉴。
关键字:兰鑫公司;人力资源;管理
Abstract
With the integration of the world as well as the advent of the era of knowledge economy, thecompetition between enterprises by resources and technology has evolved into the competition ofhuman resources. LanXin company, as a family-owned private enterprise, after ten years ofdevelopment, has begun to take shape, but also has some ordinary problems existing infamily-owned businesses in terms of human resource management, such as lack of high-endmanagement personnel, staff training and lack of incentives, staff liquidity is bigger, lack ofenterprise core culture, etc. How to build LanXin company a modern private enterprise based onthe current, related to the long-term development of the enterprise, and the key to this problem isto strive to build 技 human resource management system in accordance with their own actualsituation.
In the process of research, this article use the literature research and literature reference,collect and analyze the data from the existing literature, on the basis of human resourcemanagement theory and the current advanced human resource management concept,family-owned private enterprise human resource management and so on to carry on the literaturereview, which lay a theoretical foundation for follow-up study. And this article use case analysisas the basic research method at the same time. To the main research target - LanXin company,with in-depth analysis, find out the existing problems and the insufficiency,and make the factsfoundation for the next feasible human resource management system of the enterprise .To get thefirst-hand information on LanXin company's human resource management by means ofquestionnaire and visiting.
In view of the current situation of LanXin company, this article tries to build LanXincompany's human resource management system from the six aspects: The first is providinghigh-level talent support by introducing and cultivating professional managers, for thestandardized management of the company especially in the aspect of the construction of humanresource management system; The second is the preparation of job analysis and job description,to provide the necessary foundation for staff recruitment, staff training, performance managementand salary management; The third is to build the recruitment system, constantly supplying andabsorbing the excellent talents for the company; The fourth is to establish a long-term trainingsystem, in order to improve employees' skills or comprehensive qualities and further to excavatethe potential of the company's existing staff; The fifth is to establish a performance managementsystem, making layers of decomposition about the company strategic target, setting up organicconnections between staffs phonal goals and company's objectives,and through performanceappraisal, to mobilize the staffs motivation and creativity; The sixth is to build a performancepay system, connecting employee compensation and employee performance closely, to make theemployee pay structure more reasonable and further to make incentive effect on the compensation.
Through the above research, this article can provide LanXin company to establish their ownpractical human resource management system and have certain operability of it, at the same time,it can make reference to other family-owned private enterprises.
Key words: LanXin Company; human resources; management
目录
一、绪论
(一)研宄背景与意义
(二)研宄现状
(三)研宄思路和方法
二、人力资源管理理论
(一)人力资源管理理论综述
(二)X理论、Y理论及Z理论
(三)激励——保健理论
(四)需求层次理论
(五)战略性人力资源管理理论
三、兰鑫公司人力资源管理现状与分析
(一)兰鑫公司人力资源管理现状
(二)兰鑫公司人力资源管理调查
(三)兰鑫公司人力资源管理问题
(四)兰鑫公司人力资源管理存在问题分析
四、兰鑫公司人力资源管理问题解决对策
(一)职业经理人的引进与培养
(二)岗位分析
(三)人才招聘
(四)员工培训
(五)绩效管理
(六)薪酬管理
(七)相关保障性措施
五、结论与展望
(一)主要研究结论
(二)研宄展望
参考文献
致谢
