本文選題：商業(yè)銀行 + 戰(zhàn)略人力資源　； 參考：《廈門大學(xué)》2009年碩士論文

【摘要】： 隨著知識(shí)經(jīng)濟(jì)時(shí)代的來臨,人力資源成為企業(yè)競爭優(yōu)勢(shì)的重要來源。伴隨著戰(zhàn)略人力資源管理的深入人心,人力資源審計(jì)的重要性也日益凸現(xiàn)。有效的人力資源審計(jì)不僅可以保持人力資源戰(zhàn)略與組織戰(zhàn)略的一致性,使組織現(xiàn)有人力資源發(fā)揮更大的效用,將人力資源優(yōu)勢(shì)轉(zhuǎn)化為核心競爭力的優(yōu)勢(shì),還可以發(fā)現(xiàn)人力資源管理的存在的漏洞和薄弱環(huán)節(jié),從而界定問題、分析問題、明確問題解決的方向與思路,為組織戰(zhàn)略目標(biāo)的實(shí)現(xiàn)提供科學(xué)支撐。作為提升人力資源管理層次重要的診斷工具和戰(zhàn)略決策手段,開展戰(zhàn)略人力資源審計(jì)的迫切性也逐漸被提上企業(yè)議程。 本文是筆者通過MBA課程的學(xué)習(xí),結(jié)合自己在M商業(yè)銀行人力資源審計(jì)切身經(jīng)歷,采用理論研究、應(yīng)用研究及案例分析相結(jié)合的研究方法,通過對(duì)國內(nèi)外人力資源審計(jì)“SDW模型”,楊偉國的“天壇模型”和其他觀點(diǎn)的回顧、分析和綜合,在楊偉國“天壇模型”的基礎(chǔ)上改良,提出了一種更具適用性和操作性的企業(yè)戰(zhàn)略人力資源審計(jì)“金字塔”模型。該模型和楊偉國的“天壇模型”比具有5個(gè)方面的優(yōu)勢(shì),整體來說更具適應(yīng)性和可操作性。為驗(yàn)證該模型的實(shí)際適用性,利用該模型對(duì)M商業(yè)銀行戰(zhàn)略人力資源審計(jì)實(shí)踐進(jìn)行了分析。M商業(yè)銀行是一家處于快速發(fā)展、成熟穩(wěn)健的外資商業(yè)銀行,人力資源審計(jì)對(duì)其健康快速發(fā)展有著至關(guān)重要的意義,然而公司快速發(fā)展過程中遇到了一些人力資源方面問題,并逐漸成為制約公司發(fā)展的瓶頸。利用該模型對(duì)M商業(yè)銀行人力資源戰(zhàn)略與公司戰(zhàn)略的一致性,人力資源子系統(tǒng)內(nèi)部的協(xié)調(diào)性和人力資源管理的執(zhí)行度和有效性進(jìn)行全方面的審計(jì)和分析,找出了引起問題的原因,發(fā)現(xiàn)了其需要改進(jìn)的方面,并提出了改進(jìn)的建議和方向。 本文的研究成果主要體現(xiàn)在四個(gè)方面,一、針對(duì)楊偉國戰(zhàn)略人力資源審計(jì)的“天壇模型”不足,提出了企業(yè)戰(zhàn)略人力資源審計(jì)“金字塔”模型,使其更具實(shí)用性和可操作性,二、提出了獨(dú)具特色的PDCA循環(huán)審計(jì)流程以保證人力資源審計(jì)的質(zhì)量。三、針對(duì)目前人力資源會(huì)計(jì)在實(shí)踐運(yùn)用中存在種種困難,提出構(gòu)建科學(xué)合理的人力資源管理評(píng)價(jià)指標(biāo)體系以推動(dòng)人力資源量化管理。四、為其他企業(yè)開展人力資源審計(jì)提供參考作用。 由于戰(zhàn)略人力資源審計(jì)在我國還是一個(gè)比較新的課題。目前關(guān)于人力資源審計(jì)的研究還很少,針對(duì)企業(yè)特別是商業(yè)銀行進(jìn)行人力資源審計(jì)的研究還是個(gè)空白。本研究可以加大人力資源審計(jì)普及,填補(bǔ)國內(nèi)企業(yè)人力資源審計(jì)實(shí)戰(zhàn)經(jīng)驗(yàn)的空白,對(duì)其他企業(yè)開展人力資源審計(jì)具有一定的借鑒價(jià)值。
[Abstract]:With the advent of knowledge economy era, human resources have become an important source of competitive advantage.Along with the strategic human resource management, the importance of human resource audit is becoming more and more obvious.An effective audit of human resources can not only maintain the consistency of human resource strategy and organization strategy, but also make the existing human resources of the organization play a greater role, and turn the advantages of human resources into the advantages of core competitiveness.We can also find the loopholes and weak links of human resource management, so as to define the problem, analyze the problem, clarify the direction and thinking of solving the problem, and provide scientific support for the realization of the strategic goal of the organization.As an important diagnostic tool and strategic decision-making means to improve the level of human resources management, the urgency of developing strategic human resources audit has gradually been put on the enterprise agenda.This article is the author through the MBA course study, unifies own in M commercial bank human resources audit personal experience, uses the theory research, the application research and the case analysis unifies the research method,Through reviewing, analyzing and synthesizing the "SDW model" of human resources audit at home and abroad, the "Temple of Heaven model" of Yang Weiguo and other viewpoints, this paper improves on the "Temple of Heaven model" of Yang Weiguo.A more applicable and operable "pyramid" model of enterprise strategic human resource audit is proposed.Compared with the Temple of Heaven model of Yang Weiguo, the model has five advantages and is more adaptable and operable as a whole.In order to verify the applicability of the model, this paper analyzes the strategic human resource audit practice of M commercial bank by using the model. M commercial bank is a fast developing, mature and stable foreign commercial bank.Human resource audit is of great significance to its healthy and rapid development. However, in the process of rapid development, the company has encountered some human resource problems, and has gradually become a bottleneck restricting the development of the company.The model is used to audit and analyze the consistency between human resource strategy and company strategy of M commercial bank, the coordination of human resource subsystem and the implementation and effectiveness of human resource management.Find out the cause of the problem, find out the aspects that need to be improved, and put forward suggestions and directions for improvement.The research results of this paper are mainly reflected in four aspects. First, aiming at the shortage of "Temple of Heaven model" of Yang Weiguo's strategic human resources audit, this paper puts forward the "pyramid" model of enterprise strategic human resources audit, which makes it more practical and operable.Second, the unique PDCA cycle audit process is proposed to ensure the quality of human resources audit.Thirdly, in view of the difficulties existing in the practical application of human resource accounting at present, this paper puts forward a scientific and reasonable evaluation index system of human resource management to promote the quantification management of human resources.Fourth, for other enterprises to carry out human resources audit to provide a reference role.As strategic human resources audit in China is still a relatively new topic.At present, there are few researches on human resource audit, but the research on human resource audit for enterprises, especially commercial banks, is still a blank.This study can increase the popularity of human resource audit, fill in the gap of actual experience of human resource audit in domestic enterprises, and have certain reference value for other enterprises to carry out human resource audit.
【學(xué)位授予單位】：廈門大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2009
【分類號(hào)】：F239.6

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本文編號(hào)：1749155