【摘要】：近年來,隨著知識(shí)經(jīng)濟(jì)的蓬勃發(fā)展、互聯(lián)網(wǎng)+時(shí)代的到來,企業(yè)在發(fā)展過程中對(duì)人力資源管理提出了更高的要求。企業(yè)人力資源管理也必然面臨艱巨挑戰(zhàn),為了更好地適應(yīng)新形式,許多企業(yè)不斷進(jìn)行人力資源管理強(qiáng)化、調(diào)整,尋求轉(zhuǎn)變,以提升企業(yè)的核心競(jìng)爭(zhēng)力。面對(duì)企業(yè)不斷的發(fā)展,規(guī)模的擴(kuò)大、員工數(shù)量的激增、各類職能部門增多、產(chǎn)品多樣化等等,對(duì)于企業(yè)人力資源部門來講產(chǎn)生的直接后果是,在人力資源管理方面出現(xiàn)工作對(duì)接不及時(shí)、不熟悉公司業(yè)務(wù)、無法滿足各部門多樣化的人員需求等等的現(xiàn)象。如何解決上述問題已成為各企業(yè)管理者、眾多專家學(xué)者關(guān)注的熱點(diǎn)問題。人力資源業(yè)務(wù)合作伙伴(簡(jiǎn)稱:HRBP)在這個(gè)時(shí)候應(yīng)運(yùn)而生,在hrbp逐步發(fā)展和完善的過程中,他的兩兄弟出現(xiàn)了,即人力資源專家領(lǐng)域中心(hrcoe)、人力資源共享服務(wù)中心(hrscc),與hrbp中心一起,形成一個(gè)完整的體系模型,俗稱“三駕馬車”或“三支柱”,也就是hrbp模型的確立。hrbp模型一出現(xiàn)就成為了企業(yè)、學(xué)者、人力資源從業(yè)者研究和模仿的典范。本文在研究大量國(guó)內(nèi)外文獻(xiàn)和企業(yè)實(shí)踐的基礎(chǔ)上,對(duì)當(dāng)下比較受推崇的hrbp理論進(jìn)行研究。筆者發(fā)現(xiàn),雖然目前很多企業(yè)也在引用這個(gè)模型,并設(shè)立了相應(yīng)職能,但很少有企業(yè)能夠?qū)@種新的人力資源模式做的得心應(yīng)手,或多或少都會(huì)出現(xiàn)不同程度的問題。因此筆者希望結(jié)合yl公司的具體案例,對(duì)hrbp模型進(jìn)行一定的分析和研究,以求發(fā)現(xiàn)和解決一些問題。在案例研究階段,本文通過問卷調(diào)查的方式對(duì)yl公司人力資源管理方面存在的問題進(jìn)行收集分析。發(fā)現(xiàn)yl公司在人力資源管理方面的現(xiàn)狀是,公司并沒有實(shí)現(xiàn)人力資本管理;人力資源對(duì)業(yè)務(wù)知識(shí)和需求了解少;人事事務(wù)處理支持度不夠,處理不及時(shí)等等。在此基礎(chǔ)上,本文嘗試結(jié)合HRBP模型的相關(guān)理論進(jìn)行切入,旨在為YL公司發(fā)現(xiàn)現(xiàn)行的人力資源管理中存在的問題,并加以調(diào)整,以實(shí)現(xiàn)建立真正的基于HRBP模型的人力資源管理體系,建立人力資源專家領(lǐng)域中心,HRBP中心和共享人力資源中心來實(shí)現(xiàn)這個(gè)體系完整。然后從人力資源管理的運(yùn)作效果方面論證該管理模式的科學(xué)性。最后對(duì)HRBP模型的應(yīng)用推廣進(jìn)行說明,希望讓更多的企業(yè)可以借鑒和互相學(xué)習(xí),為國(guó)內(nèi)企業(yè)在高速發(fā)展過程中,使HRBP模式能切實(shí)深入到企業(yè)管理中來,真正的變成核心競(jìng)爭(zhēng)力,貢獻(xiàn)一份微薄之力。
[Abstract]:In recent years, with the vigorous development of knowledge economy and the arrival of Internet era, enterprises put forward higher requirements for human resource management in the process of development. In order to better adapt to the new form, many enterprises continue to strengthen, adjust and seek for transformation to enhance the core competitiveness of enterprises. In the face of the continuous development of enterprises, the expansion of scale, the surge in the number of employees, the increase of various functional departments, the diversification of products, and so on, the direct consequences for the human resources departments of enterprises are, In the aspect of human resources management, the work is not timely, not familiar with the company business, unable to meet the diversified personnel needs of various departments and so on. How to solve these problems has become a hot issue for managers, many experts and scholars. In the process of the gradual development and improvement of hrbp, his two brothers appeared, that is, (hrcoe), Human Resource sharing Service Center, Human Resource expert Field Center, (hrscc), and hrbp Center. Forming a complete system model, commonly known as "troika" or "three pillars", that is, the establishment of hrbp model has become a model for enterprises, scholars and human resource practitioners to study and imitate. On the basis of studying a large number of domestic and foreign literature and enterprise practice, this paper studies the hrbp theory which is highly respected at present. The author finds that although many enterprises also use this model and set up the corresponding functions at present, few enterprises can do this new human resource model easily, more or less will appear different degree of problems. Therefore, the author hopes to analyze and study the hrbp model with the specific case of yl Company in order to find and solve some problems. In the stage of case study, this paper collected and analyzed the problems in human resource management of yl Company by questionnaire. It is found that the present situation of yl company in human resource management is that the company has not implemented human capital management; human resources know little about business knowledge and needs; personnel affairs processing support is not enough, processing is not timely, and so on. On this basis, this paper attempts to combine the relevant theory of HRBP model, aiming to find out the existing problems in human resource management for YL Company, and adjust them. In order to establish the real HRBP model based human resource management system, the establishment of human resources expert field center HRBP center and shared human resources center to achieve the integrity of the system. Then it demonstrates the scientific nature of the management model from the operational effect of human resource management. Finally, the application and promotion of HRBP model is explained. It is hoped that more enterprises can learn from each other, so that in the process of rapid development of domestic enterprises, the HRBP model can be effectively penetrated into enterprise management and become the core competitiveness. Contribute a modest contribution.
【學(xué)位授予單位】：東華大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F299.233.4

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