本文選題：C公司 + E-HR系統(tǒng)��； 參考：《蘭州交通大學(xué)》2014年碩士論文

【摘要】：未來(lái)幾年,國(guó)內(nèi)工程建設(shè)與海外工程市場(chǎng)投資項(xiàng)目依然多。這對(duì)C公司來(lái)講,是一個(gè)必須緊緊抓住來(lái)打造“世界級(jí)企業(yè)”的重大戰(zhàn)略機(jī)遇期。同時(shí),由于建筑市場(chǎng)開(kāi)發(fā)程度高,也必然伴隨著激烈的市場(chǎng)競(jìng)爭(zhēng)。C公司作為施工建設(shè)企業(yè),在當(dāng)前市場(chǎng)大環(huán)境下,存在以下管理難題:在“管控與協(xié)同”方面,亟待加強(qiáng)C公司的管控能力,主要體現(xiàn)在:C公司是多級(jí)法人結(jié)構(gòu),股份公司與下屬子公司之間是比較松散的戰(zhàn)略管控模式,管理粗放,各子公司具有較大自主性;C公司以工程承包為主業(yè),全年在建項(xiàng)目有幾千個(gè),這就造成管理機(jī)構(gòu)與項(xiàng)目部在空間上的分離,人員分散,管理難度大。如何在各子公司層面、工程公司層面乃至項(xiàng)目部層面貫徹C公司整體戰(zhàn)略和核心價(jià)值觀,確保C公司組織戰(zhàn)略不被稀釋?如何真正實(shí)現(xiàn)戰(zhàn)略協(xié)同,使股份公司、子公司、工程公司及項(xiàng)目部統(tǒng)一為C公司這個(gè)有機(jī)整體?如何實(shí)現(xiàn)從粗放型管理轉(zhuǎn)變?yōu)榫?xì)化管理?這些問(wèn)題的解決都依賴于建立一個(gè)“集中控制、分散管理、協(xié)同運(yùn)作”的管理機(jī)制,而統(tǒng)一的信息化平臺(tái)將是這個(gè)管理機(jī)制建立與運(yùn)行的支撐平臺(tái)。在“人力成本角度”方面,由于C公司的粗放型管理,因而人工成本的精細(xì)核算較為困難,可控制性很難掌握。長(zhǎng)期以來(lái)普遍存在人工成本居高不下、績(jī)效難以評(píng)估、人力產(chǎn)出不明晰、人均產(chǎn)值偏低等現(xiàn)象。如何通過(guò)電子技術(shù)來(lái)實(shí)現(xiàn)人工成本的控制與核算、實(shí)現(xiàn)人工成本分析也是C公司急需解決的問(wèn)題。在“人才隊(duì)伍建設(shè)”方面,C公司仍屬于勞動(dòng)密集型企業(yè),員工數(shù)量多、組成復(fù)雜,人才流失嚴(yán)重,低素質(zhì)人員待崗與專家型管理人員、高級(jí)技術(shù)人員空缺并存;人力資源工作仍以事務(wù)性工作為主,人力規(guī)劃、后備人才培養(yǎng)、人才梯隊(duì)建設(shè)難。如何通過(guò)信息化平臺(tái)更有效的分析、規(guī)劃員工結(jié)構(gòu),使C公司從勞動(dòng)密集型企業(yè)轉(zhuǎn)型為管理密集型企業(yè),這也是C公司借助信息化技術(shù)亟待解決的問(wèn)題。綜上所述,通過(guò)一套標(biāo)準(zhǔn)、規(guī)范、統(tǒng)一的人力資源信息化系統(tǒng),基于效率視角對(duì)來(lái)幫助C公司優(yōu)化“基于戰(zhàn)略、面向未來(lái)、定位管控、注重規(guī)范”的戰(zhàn)略人力資源管理體系,提升C公司的組織競(jìng)爭(zhēng)力,將是C公司的必然選擇,也是C公司迫切的管理需求。由于企業(yè)特點(diǎn)較多,形式較為特殊,E-HR系統(tǒng)建設(shè)在C公司內(nèi)部各企業(yè)運(yùn)行效果沒(méi)有發(fā)揮到應(yīng)有作用�，F(xiàn)行的E-HR系統(tǒng)存在一些問(wèn)題,如:1、部分系統(tǒng)功能與業(yè)務(wù)匹配不夠。C公司企業(yè)業(yè)務(wù)形態(tài)較多,業(yè)務(wù)人員不易提出需求改進(jìn)策略。2、C公司各業(yè)務(wù)模塊業(yè)務(wù)較為分散獨(dú)立,不易在整個(gè)信息系統(tǒng)中聯(lián)動(dòng)。各業(yè)務(wù)處室工作流程性結(jié)合點(diǎn)不足,各業(yè)務(wù)相對(duì)獨(dú)立,不易整合在一起。3、企業(yè)主體員工不固定,所在組織更換頻繁,人員在企業(yè)流動(dòng)性較大,崗位、薪酬調(diào)整較頻繁,系統(tǒng)操作較為復(fù)雜。4、公司層級(jí)多達(dá)四層,不易集中管控,導(dǎo)致管理效率低下。5、模塊化功能缺失。E-HR系統(tǒng)缺少針對(duì)于員工勝任力、滿意度調(diào)查等深入人力資源業(yè)務(wù)方面的重要功能。6、業(yè)務(wù)人員反映,系統(tǒng)易用性還需進(jìn)一步提高。以上存在的問(wèn)題也是多數(shù)建筑企業(yè)面臨的問(wèn)題,筆者認(rèn)為應(yīng)該從C公司實(shí)際情況出發(fā),運(yùn)用企業(yè)信息化建設(shè)基本方法,從效率角度出發(fā),優(yōu)化現(xiàn)有系統(tǒng),擬從以下幾個(gè)方面去解決存在的問(wèn)題。(1)以效率視角進(jìn)一步優(yōu)化業(yè)務(wù)需求。協(xié)調(diào)本企業(yè)各級(jí)單位相關(guān)部門完善信息化業(yè)務(wù)完整功能需求,提高效率完善系統(tǒng)功能。(2)完善E-HR組織架構(gòu)設(shè)計(jì)、加強(qiáng)業(yè)務(wù)集中管控,提高管理效率。(3)增加人力招募聘用信息模塊、人力職業(yè)生涯規(guī)劃與培訓(xùn)開(kāi)發(fā)模塊、時(shí)間管理模塊、人力績(jī)效管理模塊、人力薪酬管理模塊、合同及檔案管理模塊、統(tǒng)計(jì)分析及智能決策模塊、員工自助模塊等。(4)從提高系統(tǒng)使用效率的角度,側(cè)重提高系統(tǒng)易用性,優(yōu)化系統(tǒng)內(nèi)部流程。
[Abstract]:In the next few years, the domestic engineering construction and the overseas project market investment projects are still many. This is a major strategic opportunity for C company to firmly grasp the "world class enterprise". At the same time, because of the high development degree of the construction market, it is bound to be accompanied by the fierce market competition.C company as the construction and construction enterprise. Under the market environment, there is the following management problem: in the "control and coordination", it is urgent to strengthen the control and control ability of C company, which is mainly reflected in: the C company is a multi-level legal person structure, the joint stock company and subordinate subsidiaries are a relatively loose strategic control mode, extensive management, and the subsidiaries of each subsidiary have greater autonomy; C company is contracted to project contracting. For the main business, there are several thousands of projects built in the year, which causes the separation of the management and project department in space, the dispersion of personnel and the difficulty of management. How to implement the overall strategy and core values of the C company at the sub company level, the engineering company level and the project department level, to ensure that the C organization strategy is not diluted and how to truly realize the war. How can the joint stock company, the subsidiary, the engineering company and the project department be unified into the organic whole of the C company? How to realize the transition from extensive management to fine management? These problems depend on the establishment of a "centralized control, decentralized management, cooperative operation" management mechanism, and a unified information platform will be the management of this management system. In terms of "human cost", in terms of "human cost", because of the extensive management of C company, the fine calculation of artificial cost is difficult, and the controllability is difficult to master. There are many phenomena such as high labor cost, difficult performance evaluation, unclear human output, low per capita output value and so on. How to realize manual cost control and accounting through electronic technology, and to realize artificial cost analysis is an urgent problem to be solved by C company. In the "construction of talent team", C company still belongs to labor intensive enterprises, the number of employees, the complex composition, the serious brain drain, the low quality personnel waiting for post and expert management, advanced technology. Human resource vacancy coexist; human resources work is still based on transactional work, manpower planning, reserve personnel training, and talent echelon construction difficult. How to plan employees' structure through more effective analysis of information platform and make C company transition from labor intensive enterprise to management intensive enterprise, which is also an urgent solution for C company with the help of information technology. To sum up, through a set of standard, standardized and unified human resources information system, based on the efficiency perspective, it will help C company to optimize the strategic human resource management system "based on strategy, facing the future, positioning management, paying attention to standard" and promoting the competitiveness of C company. It will be the inevitable choice of C company, and also the force of C company. Because of the many characteristics and special forms of enterprise, the construction of E-HR system in C company does not play its due role. There are some problems in the current E-HR system, such as: 1, the function of part of the system is not enough and the business match is not enough, the enterprise business form is more, and the business personnel are not easy to put forward the policy of improving the demand. .2, C company's business module business is more scattered and independent, not easy to linkage in the whole information system. The operating process of each business unit is insufficient, the business is relatively independent, it is not easy to integrate the.3, the employees of the enterprise are not fixed, the organization is changing frequently, the staff is more mobile in the enterprise, the post is more frequent, the salary adjustment is frequent, The complex operation is more complex.4, the company level is up to four layers, it is not easy to concentrate management and control, which leads to low management efficiency.5. The lack of modular function.E-HR system lacks the needle for staff competence, satisfaction survey and other important functions of human resources business.6. Business personnel reflect, system usability needs to be further improved. The above questions are still needed. The question is also the problem facing most construction enterprises. The author thinks that we should use the basic method of enterprise information construction from the actual situation of C company, optimize the existing system from the efficiency point of view, and solve the existing problems from the following aspects. (1) optimize the business needs with the efficiency perspective and coordinate the relevant enterprises at all levels. The Department consummate the complete function demand of the information service and improve the efficiency of the system. (2) improve the E-HR organizational structure, strengthen the management and control of business, improve the management efficiency. (3) increase the recruitment and employment information module, the human career planning and training and development module, the time management module, the human performance management module, the manpower salary management module. Module, contract and file management module, statistical analysis and intelligent decision-making module, employee self-help module, etc. (4) from the perspective of improving the efficiency of the system, emphasis is placed on improving the usability of the system and optimizing the internal process of the system.

【學(xué)位授予單位】：蘭州交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F272.92;F426.92

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