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(xué)》2017年碩士論文

【摘要】：隨著經(jīng)濟(jì)的發(fā)展,社會(huì)的不斷進(jìn)步,傳統(tǒng)的管理模式已經(jīng)不能滿足于現(xiàn)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(wèn)題之一,如何快速的實(shí)現(xiàn)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(wèn)題。而在所有現(xiàn)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(jì),企業(yè)的競(jìng)爭(zhēng)其核心就是人的競(jìng)爭(zhēng)。如何通過(guò)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(shí)現(xiàn)人力資源的最佳整合,是幫助企業(yè)取得未來(lái)競(jìng)爭(zhēng)優(yōu)勢(shì)的關(guān)鍵。本文以SDZJ集團(tuán)為研究對(duì)象,從該集團(tuán)的十二五戰(zhàn)略實(shí)施的差異及十三五戰(zhàn)略的制定入手,運(yùn)用人力資源的相關(guān)理論研究及數(shù)據(jù)分析進(jìn)行了詳細(xì)的分析及論證。在緒論部分,首先對(duì)本文的研究背景及意義進(jìn)行了闡述,同時(shí)對(duì)國(guó)內(nèi)外人力資源戰(zhàn)略的現(xiàn)狀和研究方法、研究?jī)?nèi)容進(jìn)行了概述;第二為理論基礎(chǔ)部分,本文在人力資源戰(zhàn)略研究的相關(guān)理論基本內(nèi)涵基礎(chǔ)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(nèi)外部環(huán)境分析,作為本文的重點(diǎn)之一,本部分深入剖析了當(dāng)前SDZJ集團(tuán)的人力資源體系存在的諸多問(wèn)題,主要包括現(xiàn)有的人力資源體系不能匹配集團(tuán)戰(zhàn)略的發(fā)展需要、人力資源管理沒(méi)有戰(zhàn)略性投入以及績(jī)效管理缺失等問(wèn)題;第四章主要進(jìn)行的是方案的設(shè)計(jì),針對(duì)目前存在的問(wèn)題及轉(zhuǎn)型要求,提出當(dāng)前SDZJ集團(tuán)人力資源戰(zhàn)略規(guī)劃方案設(shè)計(jì),從設(shè)計(jì)原則及目標(biāo)、戰(zhàn)略規(guī)劃出發(fā),對(duì)人力資源的各個(gè)模塊進(jìn)行規(guī)劃和設(shè)計(jì);第五是,人力資源戰(zhàn)略規(guī)劃的實(shí)現(xiàn)還需要一系列的保障措施,如建立健全組織領(lǐng)導(dǎo)及職責(zé)分工、構(gòu)建文化植入及培養(yǎng)環(huán)境、轉(zhuǎn)變?nèi)肆Y源管理理念等;最后,提出本文的研究結(jié)論,認(rèn)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(jī)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(gè)方面進(jìn)行設(shè)計(jì)規(guī)劃,并做好人力資源戰(zhàn)略規(guī)劃實(shí)施落地的保障措施,才能確保集團(tuán)人力資源戰(zhàn)略的全面展開(kāi),提升集團(tuán)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(xué)位授予單位】：山東理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：F272.92;F279.26

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