發(fā)布時(shí)間：2018-03-07 18:09

  本文選題：LX集團(tuán)　切入點(diǎn)：人力資源　出處：《山東大學(xué)》2012年碩士論文　論文類型：學(xué)位論文

【摘要】：LX集團(tuán)是山東省大型國有投資控股公司,是山東省管重要骨干企業(yè)之一,是山東省重要的投融資平臺。主業(yè)范圍為金融、投資和資本經(jīng)營。金融業(yè)務(wù)一直是LX集團(tuán)重要的業(yè)務(wù)單元。LX集團(tuán)成立以來,不斷完善發(fā)展戰(zhàn)略,優(yōu)化資產(chǎn)結(jié)構(gòu),按照省國資委核定的金融、投資、資本經(jīng)營的主業(yè)范圍,探索形成了“以金融和投資業(yè)務(wù)為基本依托,靠資本經(jīng)營提升股權(quán)價(jià)值、實(shí)現(xiàn)國有資產(chǎn)保值增值”的業(yè)務(wù)運(yùn)作模式。金融業(yè)務(wù)主要涉足信托、證券、保險(xiǎn)、投資基金、商業(yè)銀行等領(lǐng)域,并有重點(diǎn)地在擔(dān)保、典當(dāng)、期貨、保險(xiǎn)代理、小額貸款、融資租賃等類金融業(yè)務(wù)領(lǐng)域拓展機(jī)會、尋求投資。除金融相關(guān)業(yè)務(wù)以外,LX集團(tuán)在能源、基礎(chǔ)建設(shè)、文化傳媒等方面都取得了快速發(fā)展。 本文通過對LX集團(tuán)的訪談?wù){(diào)研與問卷調(diào)研,對LX集團(tuán)人力資源情況有了深入的了解,明確了LX集團(tuán)在人力資源管理方面存在的問題。通過訪談?wù){(diào)研,筆者發(fā)現(xiàn)LX集團(tuán)的部門設(shè)置相對完善合理,但是存在部門職能不清晰的地方,同時(shí)發(fā)現(xiàn)LX集團(tuán)各部門的崗位設(shè)置存在一些需要改進(jìn)的方面。針對這兩方面的問題,筆者重新梳理明確了LX集團(tuán)各部門的部門職責(zé),并且重新調(diào)整完善了各部門的崗位設(shè)置情況。通過問卷調(diào)研,筆者發(fā)現(xiàn)在組織發(fā)展與員工認(rèn)可、組織結(jié)構(gòu)與崗位職責(zé)、管理制度與工作流程、職業(yè)發(fā)展、薪酬激勵(lì)、績效管理等六個(gè)模塊當(dāng)中,LX集團(tuán)在薪酬激勵(lì)與績效管理方面存在的問題較多。而在本文中,筆者選取LX集團(tuán)的績效管理作為研究對象,進(jìn)行了更加深入的分析,并提出了優(yōu)化設(shè)計(jì)方案。針對LX集團(tuán)在績效管理方面存在的問題,筆者從部門職能梳理與崗位設(shè)置調(diào)整作為切入點(diǎn),對LX集團(tuán)的績效管理進(jìn)行優(yōu)化設(shè)計(jì),形成了LX集團(tuán)的績效管理制度,并根據(jù)各部門的職責(zé)與業(yè)務(wù)情況,設(shè)計(jì)完成了各部門的業(yè)績考核表。筆者通過調(diào)研發(fā)現(xiàn)LX集團(tuán)在薪酬管理方面同樣存在較大的問題。相對于績效管理而已,薪酬管理所涉及的面更廣深度也更大。但由于精力、能力等方面的有限,筆者在此篇論文中未對LX集團(tuán)的薪酬管理進(jìn)行進(jìn)一步的研究,而這一方面的內(nèi)容有待下一步的深入探討。
[Abstract]:LX Group is a large state-owned investment holding company in Shandong Province, one of the key enterprises in Shandong Province, and an important investment and financing platform in Shandong Province. Investment and Capital Management. Financial Business has been an important business unit of LX Group. Since its establishment, LX Group has continuously improved its development strategy and optimized its asset structure, according to the main business scope of finance, investment and capital management approved by the provincial SASAC. Exploring and forming a business operation model of "relying on financial and investment business to enhance the value of equity and realize the maintenance and appreciation of state-owned assets by capital management". Financial business is mainly involved in trust, securities, insurance, and investment funds. Commercial banks and other areas, and have a focus on the guarantee, pawn, futures, insurance agents, small loans, financial leasing and other types of financial business opportunities, seeking investment. In addition to financial related business in energy, infrastructure, Cultural media and other aspects have made rapid development. Through the interview and questionnaire investigation of LX Group, this paper has a deep understanding of the human resources situation of LX Group, and clarifies the problems in human resource management of LX Group. The author finds that the department setup of LX Group is relatively perfect and reasonable, but there are some unclear functions of the department. At the same time, I find that there are some aspects in the post setting of LX Group departments that need to be improved. The author clarifies the department responsibility of each department of LX group, and readjusts and perfects the post setting situation of each department. Through the questionnaire investigation, the author finds that in the organization development and the staff approval, the organization structure and the post responsibility, the author finds that the organization development and the staff approval, the organization structure and the post responsibility, Among the six modules of management system and workflow, career development, compensation incentive and performance management, LX Group has many problems in compensation incentive and performance management. The author chooses the performance management of LX Group as the research object, carries on the deeper analysis, and puts forward the optimized design scheme, aiming at the problems existing in the performance management of the LX Group. From department function combing and post setting adjustment as the starting point, the author optimizes and designs the performance management of LX Group, forms the performance management system of LX Group, and according to the responsibility and business situation of each department, The author found that the LX Group also had some big problems in salary management. Compared with performance management, the compensation management involved a wider range of depth, but due to energy, In this paper, there is no further research on the compensation management of LX Group, but the content of this aspect needs to be further discussed.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F272.92;F832.39

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