本文選題：企業(yè)戰(zhàn)略 + 人力資源戰(zhàn)略�。� 參考：《山東理工大學》2017年碩士論文

【摘要】：隨著經濟的發(fā)展,社會的不斷進步,傳統的管理模式已經不能滿足于現代企業(yè)的發(fā)展需要。顛覆與創(chuàng)新成為了企業(yè)發(fā)展的核心問題之一,如何快速的實現新舊管理理念及模式的迭代,突破瓶頸,快速發(fā)展是企業(yè)思考的首要問題。而在所有現代管理理念中,人力資源管理是其不可或缺的重要組成部分。二十一世紀,企業(yè)的競爭其核心就是人的競爭。如何通過人力資源戰(zhàn)略管理,有效吸引人才、發(fā)展人才、激發(fā)人才、實現人力資源的最佳整合,是幫助企業(yè)取得未來競爭優(yōu)勢的關鍵。本文以SDZJ集團為研究對象,從該集團的十二五戰(zhàn)略實施的差異及十三五戰(zhàn)略的制定入手,運用人力資源的相關理論研究及數據分析進行了詳細的分析及論證。在緒論部分,首先對本文的研究背景及意義進行了闡述,同時對國內外人力資源戰(zhàn)略的現狀和研究方法、研究內容進行了概述;第二為理論基礎部分,本文在人力資源戰(zhàn)略研究的相關理論基本內涵基礎上,綜合分析了人力資源戰(zhàn)略規(guī)劃的概念和方法以及一系列戰(zhàn)略分析的工具;第三是內外部環(huán)境分析,作為本文的重點之一,本部分深入剖析了當前SDZJ集團的人力資源體系存在的諸多問題,主要包括現有的人力資源體系不能匹配集團戰(zhàn)略的發(fā)展需要、人力資源管理沒有戰(zhàn)略性投入以及績效管理缺失等問題;第四章主要進行的是方案的設計,針對目前存在的問題及轉型要求,提出當前SDZJ集團人力資源戰(zhàn)略規(guī)劃方案設計,從設計原則及目標、戰(zhàn)略規(guī)劃出發(fā),對人力資源的各個模塊進行規(guī)劃和設計;第五是,人力資源戰(zhàn)略規(guī)劃的實現還需要一系列的保障措施,如建立健全組織領導及職責分工、構建文化植入及培養(yǎng)環(huán)境、轉變人力資源管理理念等;最后,提出本文的研究結論,認為人力資源戰(zhàn)略規(guī)劃要從人力資源戰(zhàn)略規(guī)劃從崗位體系規(guī)劃、能力發(fā)展體系規(guī)劃、人才發(fā)展體系規(guī)劃、績效體系規(guī)劃、薪酬體系規(guī)劃、人才配置規(guī)劃、共享中心規(guī)劃等多個方面進行設計規(guī)劃,并做好人力資源戰(zhàn)略規(guī)劃實施落地的保障措施,才能確保集團人力資源戰(zhàn)略的全面展開,提升集團的人力資源管理水平。
[Abstract]:With the development of economy and society, the traditional management mode can not meet the development needs of modern enterprises. Subversion and innovation have become one of the core problems in the development of enterprises. How to quickly realize the iteration of new and old management concepts and models, break through the bottleneck, and rapid development is the most important problem for enterprises to think about. In all modern management concepts, human resource management is an indispensable part. In the 21 century, the core of enterprise competition is human competition. How to attract talents, develop talents, stimulate talents and realize the best integration of human resources through strategic management of human resources is the key to help enterprises obtain future competitive advantages. This paper takes SDZJ Group as the research object, starting with the differences in the implementation of the 12th Five-Year Plan Strategy and the formulation of the 13th Five-Year Strategy, using the relevant theoretical research and data analysis of human resources to carry out detailed analysis and demonstration. In the introduction part, the research background and significance of this paper are expounded, and the current situation, research methods and research contents of human resources strategy at home and abroad are summarized. The second part is the theoretical basis. Based on the basic connotation of human resources strategy research, this paper comprehensively analyzes the concept and method of human resources strategic planning and a series of strategic analysis tools. The third is internal and external environment analysis, as one of the key points of this paper. This part deeply analyzes the problems existing in the current human resource system of SDZJ Group, including that the existing human resource system can not match the development needs of the Group Strategy. Human resource management has no strategic input and lack of performance management. The fourth chapter is mainly about the design of the scheme. In view of the existing problems and transformation requirements, the current SDZJ group human resources strategic planning scheme design is put forward. Starting from the design principles and objectives, strategic planning, the various modules of human resources are planned and designed. Fifth, the realization of human resources strategic planning requires a series of safeguard measures, such as establishing and improving organizational leadership and division of responsibilities. Finally, the paper puts forward the conclusion that the strategic planning of human resources should be based on the strategic planning of human resources from the position system planning, the ability development system planning, the human resources strategic planning from the position system planning, the ability development system planning, and so on. Talent development system planning, performance system planning, compensation system planning, talent allocation planning, sharing center planning and other aspects of design planning, and human resources strategic planning implementation of the protection measures, In order to ensure the overall development of the Group's human resources strategy, improve the group's human resources management level.
【學位授予單位】：山東理工大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F272.92;F279.26

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