本文選題：人力資源 + 新華保險(xiǎn)內(nèi)蒙古分公司��； 參考：《內(nèi)蒙古大學(xué)》2013年碩士論文

【摘要】：新華人壽保險(xiǎn)股份有限公司(以下簡稱新華保險(xiǎn))是1996年根據(jù)《保險(xiǎn)法》成立的全國性股份制保險(xiǎn)公司,新華保險(xiǎn)成立伊始,即抓住了中國保險(xiǎn)業(yè)蓬勃發(fā)展的機(jī)遇,在十幾年的發(fā)展歷程中取得了驕人的業(yè)績,成為業(yè)內(nèi)典范。與此同時(shí),伴隨著股權(quán)的更迭,新華保險(xiǎn)在快速發(fā)展過程中出現(xiàn)了較為嚴(yán)重的內(nèi)部人管理問題,人力資源管理沒有在實(shí)踐層面得到很好的落地和執(zhí)行。至少在筆者所在的保險(xiǎn)行業(yè)和所在公司并沒有引起充分的重視和有效應(yīng)用。并不是說我們的管理者沒有做管理,恰恰是管理人員每天需要花費(fèi)大量的時(shí)間去做。但是,我們注意到,大量的管理工作都是以業(yè)務(wù)為中心,通過效益考核、計(jì)劃達(dá)成等手段來進(jìn)行的,而忽視了核心問題——人的需求。這種情況下,公司員工僅僅成為管理的工具,無法對公司的戰(zhàn)略目標(biāo)、愿景規(guī)劃產(chǎn)生認(rèn)同感,公司的凝聚力、戰(zhàn)斗力無法增強(qiáng),管理效率和效果大打折扣、差強(qiáng)人意,人力資源管理沒有發(fā)揮它應(yīng)有的最重要的潤滑劑的作用。 因此,本文思考如何讓廣大的干部員工意識(shí)到人力資源管理的重要意義；如何將人力資源管理與企業(yè)戰(zhàn)略、企業(yè)文化、有效執(zhí)行、組織設(shè)計(jì)相匹配；如何發(fā)揮在以人的需求為核心,實(shí)現(xiàn)員工價(jià)值與企業(yè)價(jià)值共同成長過程中的重要作用；并提出如何將人力資源的理論體系和溝通策略對接到公司經(jīng)營管理的各個(gè)環(huán)節(jié)中去；探索將人力資源管理作為制度化設(shè)計(jì)并納入管理者績效考核的有效途徑。
[Abstract]:Xinhua Life Insurance Co., Ltd (hereinafter referred to as Xinhua Insurance) is a national joint-stock insurance company established under the Insurance Law in 1996. In more than ten years of development process has made remarkable achievements, become the model of the industry. At the same time, with the change of stock rights, Xinhua Insurance in the rapid development process appeared a more serious problem of insider management, human resources management has not been very good in the practical level of landing and implementation. At least in my insurance industry and company has not attracted sufficient attention and effective application. It's not that our managers don't manage, it's that managers spend a lot of time doing it every day. However, we have noticed that a large number of management work is business-centered, through the evaluation of benefits, plan achievement and other means, and ignore the core problem-human needs. In this case, the company's employees simply become management tools, can not identify with the company's strategic objectives, vision planning, corporate cohesion, fighting capacity can not be enhanced, management efficiency and effectiveness is greatly reduced, unsatisfactory, Human resources management does not play its role as the most important lubricant it should be. Therefore, this paper considers how to make cadres and employees realize the importance of human resource management, how to match human resource management with enterprise strategy, corporate culture, effective execution and organizational design. How to play an important role in the process of realizing the common growth of employee value and enterprise value, and how to connect the theory system and communication strategy of human resources to all links of management and management of the company, and how to play an important role in the process of mutual growth of employee value and enterprise value with the core of human demand; To explore the human resources management as an effective way to institutionalize the design and into the performance appraisal of managers.
【學(xué)位授予單位】：內(nèi)蒙古大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F842.3;F272.92

【共引文獻(xiàn)】

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本文編號(hào)：1811302