本文選題：人力資源 + 改革　； 參考：《上海外國語大學(xué)》2017年碩士論文

【摘要】：隨著經(jīng)濟(jì)的迅猛發(fā)展和對(duì)外開放程度的提高,我國的各類企業(yè)獲得了越來越多的機(jī)會(huì)實(shí)現(xiàn)了自身的發(fā)展,人力資源在現(xiàn)代企業(yè)管理中所發(fā)揮的作用來越來越重要。科學(xué)有效的人力資源管理能夠提升企業(yè)的核心競爭力。改革開放以來,隨著西方管理學(xué)和人力資源管理思想的涌入,許多西方在我國投資的企業(yè)也在融合東西方管理思想的基礎(chǔ)上,不斷地學(xué)習(xí)創(chuàng)新,更好地為實(shí)現(xiàn)戰(zhàn)略目標(biāo)服務(wù)。本文所論述的K公司作為進(jìn)出口物流行業(yè)內(nèi)的領(lǐng)先公司之一,在中國的發(fā)展已經(jīng)走過了16個(gè)春秋。從一個(gè)20余人的公司起家,發(fā)展至今成為擁有600余人的大型綜合性物流企業(yè)。而今,隨著公司規(guī)模的不斷擴(kuò)充與壯大,公司的人力資源管理卻始終停留在初級(jí)階段,成為制約公司進(jìn)一步發(fā)展的動(dòng)力。因此,研究和分析公司人力資源管理的現(xiàn)狀,找出問題所在,提出有針對(duì)性的解決方案,是一項(xiàng)亟待解決的任務(wù)。本文第1章介紹了國內(nèi)外人力資源管理的研究現(xiàn)狀,揭示本文的研究意義和內(nèi)容,為的是解決K公司人力資源管理中存在的問題,并為同行業(yè)的公司提供一些借鑒。第2章梳理和介紹了人力資源管理的一些經(jīng)典理論和人力資源的模塊框架,為文章奠定理論基礎(chǔ)和一些指導(dǎo)原則,用以指導(dǎo)后續(xù)篇章的問題分析和解決方案。第3章,主要研究了K公司人力資源管理的特點(diǎn)和現(xiàn)狀分析,利用圖表展示了公司員工的工齡,學(xué)歷知識(shí)水平等數(shù)據(jù)。重點(diǎn)分析了K公司人力資源存在的主要問題,突出表現(xiàn)為:人員流失率高、績效考核不完善、薪酬福利缺乏彈性等,并且尋找出問題的原因。第4章針對(duì)存在的問題,從整體的規(guī)劃、招聘體系、薪酬福利、績效、激勵(lì)機(jī)制等方面提出了相應(yīng)的優(yōu)化和解決方案。第5章,從切實(shí)保障實(shí)施的角度提出了一些具體建議,包括:成立人力資源改革領(lǐng)導(dǎo)小組、單獨(dú)設(shè)立人力資源部門、明確實(shí)施過程的時(shí)間表等。第7章是總結(jié)和展望。得出了科學(xué)完備的人力資源管理體系,能夠降低員工的離職率,調(diào)動(dòng)員工的積極性,吸引留住優(yōu)秀的人才,激發(fā)員工的工作潛能,最終實(shí)現(xiàn)企業(yè)與員工的雙贏。
[Abstract]:With the rapid development of economy and the improvement of the degree of opening to the outside world, all kinds of enterprises in our country have got more and more opportunities to realize their own development, and the role of human resources in modern enterprise management is becoming more and more important. Scientific and effective human resource management can enhance the core competitiveness of enterprises. Since the reform and opening up, with the influx of western management and human resource management thoughts, many western enterprises investing in our country have been learning and innovating constantly on the basis of integrating the eastern and western management thoughts, and serving for the realization of the strategic objectives better. As one of the leading companies in import and export logistics industry, the development of K Company in China has gone through 16 years. Starting from a company with more than 20 people, it has developed into a large comprehensive logistics enterprise with more than 600 people. Now, with the continuous expansion and expansion of the company's scale, the human resource management of the company has always remained at the primary stage, which has become the motive force restricting the further development of the company. Therefore, it is an urgent task to study and analyze the current situation of human resource management, to find out the problems, and to put forward targeted solutions. The first chapter introduces the current situation of human resource management at home and abroad, reveals the significance and content of this study, in order to solve the problems in human resource management of K Company, and provide some reference for the same industry companies. Chapter 2 reviews and introduces some classical theories of human resource management and the modular framework of human resources, which lays the theoretical foundation and some guiding principles for guiding the problem analysis and solution in the following chapters. In chapter 3, the characteristics and current situation of human resource management in K Company are studied. This paper analyzes the main problems of human resources in K Company, and finds out the reasons for the problems, such as high staff turnover rate, imperfect performance appraisal, lack of flexibility of compensation and welfare, and so on. The fourth chapter aims at the existing problems, from the overall planning, recruitment system, salary and welfare, performance, incentive mechanism and other aspects of the corresponding optimization and solutions. Chapter 5 puts forward some concrete suggestions from the angle of ensuring the implementation, including setting up the leading group of human resources reform, setting up a separate department of human resources, defining the timetable of the implementation process, etc. Chapter 7 is a summary and prospect. The scientific and complete human resource management system can reduce the turnover rate of employees, arouse the enthusiasm of employees, attract and retain outstanding talents, stimulate the working potential of employees, and finally achieve the win-win situation between enterprises and employees.
【學(xué)位授予單位】：上海外國語大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F259.23

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