發(fā)布時(shí)間：2018-04-22 13:33

  本文選題：人力資源模式 + 4P模式　； 參考：《東華大學(xué)》2017年碩士論文

【摘要】：近二十年來(lái),人力資源獲得前所未有的高度重視,越來(lái)越多的企業(yè)將關(guān)注重點(diǎn)轉(zhuǎn)移至人力資源的開發(fā)與利用上,以在人力資源的競(jìng)爭(zhēng)中獲得絕對(duì)優(yōu)勢(shì)。ZT公司是國(guó)內(nèi)特大的綜合建設(shè)公司,人力資源管理也面臨著的重重挑戰(zhàn)。本文以ZT公司的人力資源管理為研究對(duì)象,通過(guò)實(shí)證研究探討了ZT公司人力資源管理現(xiàn)存的問題,并在此基礎(chǔ)上提出了相應(yīng)的優(yōu)化舉措和保障措施。第一章闡述了研究背景及目的,說(shuō)明研究的意義及主要內(nèi)容,并指明了研究思路及使用的研究方法。第二章對(duì)人力資源相關(guān)概念、人力資源管理相關(guān)理論基礎(chǔ)以及人力資源管理模式相關(guān)理論進(jìn)行了文獻(xiàn)分析,并以此為基礎(chǔ)進(jìn)行了后續(xù)研究。第三章從工流失率、員工的工作強(qiáng)度差距等方面對(duì)ZT公司人力資源管理現(xiàn)狀及存在的問題進(jìn)行分析。第四章在4P模型的基礎(chǔ)上構(gòu)建人力資源管理模型,通過(guò)調(diào)查問卷的方法具體分析了ZT公司在人力資源四個(gè)模塊的問題,并運(yùn)用層次分析法對(duì)各個(gè)指標(biāo)進(jìn)行了相應(yīng)分析。第五章分別從崗位管理優(yōu)化、素質(zhì)管理優(yōu)化、績(jī)效管理系統(tǒng)優(yōu)化、薪酬管理系統(tǒng)優(yōu)化四個(gè)方面提出了ZT公司人力資源管理模式優(yōu)化的具體優(yōu)化措施,并在隨后的第六章當(dāng)中給出了ZT公司人力資源管理模式優(yōu)化的保障措施。最后,第七章對(duì)本文的研究?jī)?nèi)容進(jìn)行總結(jié),闡述了本研究的創(chuàng)新點(diǎn)、存在的問題及對(duì)未來(lái)研究的展望。在實(shí)證調(diào)研得出的結(jié)論上,本文從具體措施和保障措施兩個(gè)層面提出了優(yōu)化ZT公司人力資源管理模式的方案。在具體措施方面,通過(guò)精益求精的招聘選拔,建立多方位的培訓(xùn)體系,在完善績(jī)效管理和薪酬管理的同時(shí),注重對(duì)員工的人文關(guān)懷,注重員工的素質(zhì)考察,構(gòu)建科學(xué)的素質(zhì)管理體系。在崗位設(shè)置方面,應(yīng)當(dāng)對(duì)企業(yè)所需崗位進(jìn)行重新設(shè)置,在崗位輪換方面,應(yīng)當(dāng)以增強(qiáng)員工工作能力和實(shí)施崗位輪換,在崗位價(jià)值管理方面,應(yīng)當(dāng)對(duì)各崗位進(jìn)行綜合的評(píng)價(jià)從而構(gòu)建科學(xué)的崗位管理體系。薪酬管理體系應(yīng)當(dāng)按照公平公正、力求最大化的激勵(lì)員工能力的原則構(gòu)建,實(shí)現(xiàn)企業(yè)外部、內(nèi)部的和諧統(tǒng)一。在績(jī)效管理的優(yōu)化上,應(yīng)當(dāng)將績(jī)效計(jì)劃、績(jī)效實(shí)施、績(jī)效考核和績(jī)效的反饋改進(jìn)看成統(tǒng)一的整體,將績(jī)效計(jì)劃看成績(jī)效管理的起點(diǎn)及基礎(chǔ),將績(jī)效的實(shí)施看成是整個(gè)績(jī)效管理過(guò)程中的關(guān)鍵。在保障措施方面,需重塑公司的人力資源管理理念和加強(qiáng)企業(yè)文化建設(shè),保證ZT公司人力資源管理模式優(yōu)化得以順利進(jìn)行。
[Abstract]:In the past two decades, human resources have received unprecedented attention. More and more enterprises will focus on the development and utilization of human resources. In order to gain absolute advantage in the competition of human resources, ZT Company is a large comprehensive construction company in China, and human resource management is also faced with many challenges. This paper takes the human resource management of ZT Company as the research object, discusses the existing problems of the human resource management of ZT Company through the empirical research, and puts forward the corresponding optimization measures and safeguard measures on this basis. The first chapter describes the background and purpose of the research, explains the significance and main contents of the study, and points out the research ideas and research methods. The second chapter has carried on the literature analysis to the human resources related concept, the human resources management correlation theory foundation as well as the human resources management pattern correlation theory, and has carried on the follow-up research on this foundation. The third chapter analyzes the current situation and existing problems of manpower resource management in ZT Company from the aspects of loss rate and work intensity gap. The fourth chapter constructs the human resource management model on the basis of 4P model, analyzes the problems of ZT company in the four modules of human resources by questionnaire, and analyzes each index by AHP. The fifth chapter puts forward the concrete optimization measures of ZT company's human resources management mode from four aspects: post management optimization, quality management optimization, performance management system optimization, compensation management system optimization. In the following chapter 6, the author gives the safeguard measures of ZT Company's human resource management mode optimization. Finally, the seventh chapter summarizes the research content, expounds the innovation of this study, existing problems and prospects for future research. On the conclusion of empirical investigation, this paper puts forward the scheme of optimizing the human resource management mode of ZT company from two aspects: concrete measures and safeguard measures. In terms of specific measures, through the recruitment and selection of excellence, the establishment of a multi-directional training system, while improving performance management and compensation management, pay attention to the humanistic care of employees, pay attention to the quality of staff inspection, Construct scientific quality management system. With regard to the establishment of posts, the positions required by the enterprise shall be re-established, and in the field of post rotation, the ability of the staff to work and the implementation of the post rotation shall be strengthened, and the management of the value of the post shall be carried out, Should carry on the comprehensive appraisal to each post to construct the scientific post management system. The salary management system should be constructed according to the principle of fairness and justice, and strive to maximize the ability of encouraging employees to realize the harmony and unity of the external and internal enterprises. In the optimization of performance management, the performance plan, performance implementation, performance appraisal and performance feedback improvement should be regarded as a unified whole, and performance plan should be regarded as the starting point and foundation of performance management. The implementation of performance is regarded as the key to the whole process of performance management. In terms of safeguard measures, it is necessary to reshape the concept of human resource management and strengthen the construction of corporate culture to ensure that the optimization of human resource management mode of ZT company can be carried out smoothly.
【學(xué)位授予單位】：東華大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F426.92

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