發(fā)布時間：2018-11-23 09:40

【摘要】：人力資源配置問題,作為企業(yè)人力資源管理的核心和關(guān)鍵問題,目前，更加成為了政府機構(gòu)、事業(yè)單位、企業(yè)以及各個層次管理者普遍關(guān)注的重點問題。組織中的人力資源、物質(zhì)資源發(fā)揮其作用的程度,主要取決于組織內(nèi)部如何對于其人力資源進(jìn)行合理配置，目前專家學(xué)者都更加關(guān)注企業(yè)內(nèi)部的人員配置，尤其是項目管理中的人員配置研究，對于理論與實踐都有較高的實用價值。 當(dāng)前電力行業(yè)正處于結(jié)構(gòu)調(diào)整、轉(zhuǎn)型升級的特殊階段，電力基建工程項目管理問題，特別是電力基建工程項目中人力資源管理問題正面臨著重大挑戰(zhàn)，，同時也迎來了無限機遇，這就意味著電力企業(yè)必須要不斷深入對于基建項目管理中的人力資源優(yōu)化配置問題的進(jìn)行細(xì)分，并針對不同情況具體研究分析，以適應(yīng)電力行業(yè)的發(fā)展需要。項目人員配置優(yōu)化,是人力資源管理與開發(fā)的關(guān)鍵與核心問題,人力資源、物質(zhì)力量作用程度的發(fā)揮大小,效果如何就是要看我們怎樣做好人員的優(yōu)化配置。要做到人員優(yōu)化配置，使人力資源得到充分利用，就必須提高對于人力資源管理的重視程度，并且將人力資源管理理念應(yīng)用到實際工作中。 本論文按照現(xiàn)代人力資源管理思想，對于S公司項目管理過程中人員配置問題進(jìn)行實例分析，嘗試性的通過對于S公司項目不同發(fā)展時期人員配置情況分析，查擺S公司現(xiàn)階段人員配置方面存在的問題，并試探性的提出改進(jìn)的方案。本論文主要完成以下工作： 第一，分析S公司各個不同成長階段的人員配置狀況，運用格林納的組織成長階段模型，將S公司五年的項目籌建期劃分成三個階段，并詳細(xì)闡述各個階段的人員配置特點，并配以組織機構(gòu)圖及崗位明細(xì)表，說明不同發(fā)展階段項目人員配置方案的不同之處。 第二，就Ｓ公司目前人員配置狀況深入剖析其存在的問題。筆者嘗試查擺出其人員配置的不足之處，包括：部門分工問題、崗位設(shè)置問題、人崗不匹配問題、冗員和結(jié)構(gòu)性缺員問題、員工管理水平、專業(yè)技術(shù)水平有限、人員流動性差、勞務(wù)用工等問題。 第三，嘗試提出解決問題的辦法。針對文中查擺出的S公司人員配置方案中的不足，提出十點對策，希望這些建議對于S公司未來的發(fā)展，人力資源制度改進(jìn)及按需調(diào)整人員配置變動能夠有積極的推動作用，也希望這些建議能夠?qū)ν愋凸居薪梃b意義。
[Abstract]:As the core and key issue of enterprise human resource management, human resource allocation has become the focus of attention of government agencies, institutions, enterprises and managers at all levels. The degree to which human resources and material resources play their role in an organization mainly depends on how to allocate their human resources reasonably within the organization. At present, experts and scholars are paying more attention to the internal staffing of enterprises. Especially, the research on staffing in project management has high practical value for both theory and practice. At present, the electric power industry is in the special stage of structural adjustment and transformation and upgrading. The project management of power infrastructure projects, especially the human resources management in power infrastructure projects, is facing great challenges, and it also ushered in unlimited opportunities. This means that the electric power enterprises must continue to subdivide the optimization of human resources allocation in the management of capital construction projects and study and analyze the different situations in order to meet the needs of the development of the power industry. The optimization of project personnel allocation is the key and core problem of human resource management and development. In order to optimize the allocation of human resources and make full use of human resources, we must pay more attention to human resources management and apply the concept of human resource management to practical work. According to the thought of modern human resource management, this paper analyzes the staffing problems in the process of project management in S Company, and tries to analyze the staffing situation of S Company in different development periods. The problems existing in the staffing of Charing S Company at the present stage, and tentative solutions for improvement are put forward. The main work of this thesis is as follows: first, the staffing status of S Company at different growth stages is analyzed, and the five year project preparation period of S Company is divided into three stages by using Greenner's organizational growth stage model. The characteristics of staffing in each stage are described in detail, and the differences of project staffing schemes in different development stages are illustrated with organization chart and post schedule. Second, the current staffing status of S Company in-depth analysis of its existing problems. The author tries to find out the inadequacies of its staffing, including: division of labor in department, post setting, mismatch of personnel and post, redundant and structural staff shortage, staff management level, limited professional and technical level, poor staff mobility, etc. Employment of labor, etc. Third, try to put forward a solution to the problem. In view of the deficiency in S company's staffing scheme, this paper puts forward ten countermeasures, hoping that these suggestions can positively promote S company's future development, human resource system improvement and adjustment of staffing changes on demand. I also hope that these suggestions can be used for reference by similar companies.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F272.92

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本文編號：2351113