【摘要】：最近幾年勞務(wù)派遣作為人力資源業(yè)務(wù)的一部分帶動(dòng)著整個(gè)人資行業(yè)迅速發(fā)展,市場(chǎng)經(jīng)濟(jì)快速發(fā)展對(duì)勞務(wù)派遣的相關(guān)需求大規(guī)模增加,以勞務(wù)派遣為主營(yíng)業(yè)務(wù)的公司和各類組織機(jī)構(gòu)如“雨后春筍”般成立起來(lái)。這兩年更是呈現(xiàn)了“井噴”之勢(shì)。因此,派遣公司間的競(jìng)爭(zhēng)也越發(fā)激烈,同行業(yè)間的無(wú)序競(jìng)爭(zhēng)、自相殘殺以本傷人的現(xiàn)象更是時(shí)有發(fā)生。2008年《勞動(dòng)合同法》頒布以來(lái)雖然對(duì)業(yè)界起到了一定的規(guī)范和警醒作用,但依然存在很多漏洞。例如法律規(guī)范不明確,后期監(jiān)管不健全等,使得很多企業(yè)鉆法律的空子。如果整個(gè)行業(yè)都如此經(jīng)營(yíng)發(fā)展,就會(huì)造成惡性循環(huán),最終受損失的還是企業(yè)自身。因此,SJ公司針對(duì)目前的情況制定發(fā)展戰(zhàn)略,力求創(chuàng)造利潤(rùn),規(guī)范、長(zhǎng)期發(fā)展。 本文運(yùn)用了文獻(xiàn)分析法及實(shí)證分析法。研讀了國(guó)內(nèi)外有關(guān)戰(zhàn)略管理理論和競(jìng)爭(zhēng)相關(guān)理論的書籍、期刊及文獻(xiàn)。文章還對(duì)戰(zhàn)略管理理論和有關(guān)競(jìng)爭(zhēng)的戰(zhàn)略理論進(jìn)行了綜合闡述。運(yùn)用PEST、五力模型、SWOT等戰(zhàn)略分析工具對(duì)沈陽(yáng)SJ人力資源公司的內(nèi)外環(huán)境做了具體分析。通過(guò)理論與實(shí)踐的結(jié)合,尋找發(fā)現(xiàn)SJ公司面臨戰(zhàn)略管理困境的問(wèn)題實(shí)質(zhì),并探求解決問(wèn)題的方法。 本文將分六部分,重點(diǎn)內(nèi)容分布在第三、四章中。第一章緒論部分主要闡述論文研究的背景、目的及意義等。第二章對(duì)本文所用的理論模型進(jìn)行了詳細(xì)的介紹。第三章對(duì)公司內(nèi)部環(huán)境進(jìn)行分析,通過(guò)公司現(xiàn)有資源以及內(nèi)部能力進(jìn)行了分析。外部環(huán)境通過(guò)PEST模型進(jìn)行詳細(xì)分析并找出SJ公司的優(yōu)勢(shì)例如服務(wù)和人脈,同時(shí)也分析了其劣勢(shì)如員工年齡偏大,經(jīng)營(yíng)項(xiàng)目單一等。第四章運(yùn)用SWOT矩陣為SJ公司選擇了以WO為主SO為輔的發(fā)展戰(zhàn)略,為SJ公司制定成為真正人力資源公司的發(fā)展方向,以及近5年內(nèi)具體實(shí)現(xiàn)的目標(biāo),第五章制定了戰(zhàn)略的實(shí)施方法以及實(shí)施過(guò)程中的控制。第六章提出結(jié)論,并指出文章中分析不到位之處及后續(xù)研究。 本文希望通過(guò)對(duì)SJ公司的研究為公司制定可行性發(fā)展戰(zhàn)略,使公司能夠邁進(jìn)正規(guī)人力資源行業(yè)領(lǐng)域。同時(shí)也給行業(yè)內(nèi)的仍然致力于派遣經(jīng)營(yíng)的企業(yè)提供一個(gè)參考。
[Abstract]:In recent years, labor dispatch, as a part of human resource business, has driven the rapid development of the whole human capital industry. The market economy has developed rapidly and the related demand for labor dispatch has increased on a large scale. Labor dispatch as the main business companies and all kinds of organizations such as "bamboo shoots" set up. These two years are showing the trend of "well-blowout". As a result, competition among dispatch companies is becoming more and more intense, and disorderly competition among the same industries has occurred from time to time. Although since the promulgation of the Labor contract Law in 2008, it has played a role in regulating and alerting the industry to a certain extent. But there are still many loopholes. For example, legal norms are not clear, late supervision is not perfect, and so on, making many enterprises exploit legal gaps. If the entire industry is developed in this way, it will create a vicious circle, and the ultimate loss is the enterprise itself. Therefore, SJ formulates the development strategy according to the present situation, strives to create the profit, the standard, the long-term development. This article uses the literature analysis method and the empirical analysis method. Read books, periodicals and literature on strategic management theory and competition theory at home and abroad. The paper also expounds the theory of strategic management and the theory of competition. This paper analyzes the internal and external environment of Shenyang SJ Human Resources Company by using PEST, five Force Model, SWOT and other strategic analysis tools. Through the combination of theory and practice, this paper seeks to find the essence of the problem of strategic management dilemma faced by SJ Company, and explores the solution to the problem. This paper will be divided into six parts, the main content is distributed in the third and fourth chapters. The first chapter introduces the background, purpose and significance of the thesis. In the second chapter, the theoretical model used in this paper is introduced in detail. The third chapter analyzes the company's internal environment, through the company's existing resources and internal capabilities. The external environment is analyzed in detail through PEST model to find out the advantages of SJ Company such as service and personal connection. At the same time, it also analyzes its disadvantages such as the older employees, the single project, and so on. In chapter 4, SWOT matrix is used to select the development strategy with WO as the main SO, and the development direction to become a real human resource company for SJ company, and the goal to be realized in the past five years. The fifth chapter formulates the strategy implementation method and the control in the implementation process. Chapter six puts forward the conclusion, and points out that the analysis is not in place and the follow-up research. This paper hopes to establish a feasible development strategy for SJ Company, so that the company can enter the field of formal human resources industry. At the same time also to the industry is still committed to the dispatch of enterprises to provide a reference.
【學(xué)位授予單位】：東北大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F272.92

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