本文選題：湖南三湘人才開發(fā)公司　切入點：發(fā)展戰(zhàn)略　出處：《湖南大學》2013年碩士論文

【摘要】：市場經(jīng)濟體制中的市場體系必須包括商品市場以及勞動力市場（人才市場）、資金市場、技術市場、信息市場、房地產(chǎn)市場等要素市場，這些功能不同的市場在相互關聯(lián)、相互制約的關系中形成有機的整體，缺一不可。人才作為生產(chǎn)力中最活躍的要素，是一種特殊的商品，與其他生產(chǎn)要素一樣，，人才的合理流動，既是社會化大生產(chǎn)的客觀要求，也是社會生產(chǎn)關系發(fā)展的必然產(chǎn)物。隨著國家經(jīng)濟增長方式轉變，經(jīng)濟發(fā)展階段變化，結構調整，改革開放進一步深化，我國人力資源服務業(yè)建設、起步晚，發(fā)展不成熟，理論體系相對滯后，各類人力資源服務機構屬性與定位不明確，市場規(guī)則在人力資源服務體系中尚未充分發(fā)揮作用。入世后，服務保護期的逐漸消失，人力資源服務企業(yè)面臨不同層面的矛盾，需要從戰(zhàn)略的高度來重新配置資源，從體制、機制與經(jīng)營不同層面上去創(chuàng)新、改變。由粗放型向集約型發(fā)展模式轉變中，人力資源服務企業(yè)越來越需要戰(zhàn)略管理。 全文首先介紹了選題背景、意義和戰(zhàn)略管理理論發(fā)展的脈絡，并整理了戰(zhàn)略管理分析工具，并對總體研究方法與內容作出規(guī)劃；然后對湖南三湘人才開發(fā)公司的現(xiàn)狀，公司的歷程，公司的發(fā)展中存的問題及原因進行初步的分析；利用PEST分析法對三湘人才開發(fā)公司所處人力資源服務業(yè)外部宏觀環(huán)境進行了深入的分析，同時采用五力分析法對三湘人才開發(fā)公司的具體產(chǎn)業(yè)環(huán)境進行詳細分析，找出企業(yè)外部的機會與威脅，再通過對公司內部環(huán)境分析，找出內部優(yōu)勢與劣勢，并利用SOWT分析法進行綜合分析；對三湘人才開發(fā)公司進行戰(zhàn)略制定，主要通過內外部的分析，接合公司的資源能力，歸納總結出公司的愿景、使命、戰(zhàn)略目標，公司層、業(yè)務層及職能戰(zhàn)略；并對三湘人才開發(fā)服務有限公司的戰(zhàn)略實施與控制進行初步規(guī)劃，主要明確公司戰(zhàn)略實施的重點與保障，如何對公司戰(zhàn)略控制評估及追蹤決策；最后是本文的結論。 人力資源服務企業(yè)將走向何處，這是所有人力資源產(chǎn)業(yè)企業(yè)都面臨的問題，也是大家都在探討的課題。對地人力資源服務企業(yè)的未來，不同的愿景和使命產(chǎn)生不同的戰(zhàn)略期望與目標，決定不同的投資方向，組織結構與經(jīng)營模式，導致不一樣的效率與效果，這已成為行業(yè)內每家企業(yè)都要迫切面對的問題。本文的創(chuàng)新之處在于用戰(zhàn)略的視角和全局的思考，使用系統(tǒng)的、科學的分析方法，從不同層面上給出解決方案，用長遠和發(fā)展的眼光來審視未來的國際競爭，從理性思考找出發(fā)展機遇，在變化中求得企業(yè)的發(fā)展與壯大。
[Abstract]:The market system in the market economy system must include the commodity market as well as the labor market (talent market, capital market, technology market, information market, real estate market and so on).It is indispensable to form an organic whole in the relationship of mutual restriction.Talent, as the most active factor in productive forces, is a special commodity. Like other factors of production, the rational flow of talents is not only the objective requirement of socialized mass production, but also the inevitable outcome of the development of social relations of production.With the transformation of the national economic growth mode, the change of the stage of economic development, the structural adjustment, the further deepening of the reform and opening up, the construction of the human resources service industry in China has started late, developed immature, and the theoretical system has lagged behind.The attribute and orientation of all kinds of human resources service institutions are not clear, and the market rules have not played a full role in the human resources service system.With the gradual disappearance of service protection period after China's entry into WTO, human resource service enterprises are faced with contradictions at different levels. They need to reallocate resources from a strategic perspective and innovate and change from different levels of system, mechanism and management.In the transition from extensive to intensive development mode, human resource service enterprises need more and more strategic management.This paper first introduces the background, significance and the development of strategic management theory, and arranges the tools of strategic management analysis, and plans the overall research methods and contents, and then gives the current situation of Hunan Sanxiang Talent Development Company.The course of the company, the problems existing in the development of the company and the reasons are analyzed preliminarily, and the external macro environment of the human resources service industry of Sanxiang Talent Development Company is deeply analyzed by using the PEST analysis method.At the same time, it analyzes the specific industrial environment of Sanxiang Talent Development Company in detail, finds out the external opportunities and threats, and finds out the internal advantages and disadvantages through the analysis of the internal environment of the company.And the use of SOWT analysis for comprehensive analysis; Sanxiang talent development company for strategic formulation, mainly through internal and external analysis, combined with the company's resource capacity, summed up the company's vision, mission, strategic objectives, corporate level,The business level and function strategy, and the preliminary planning of the strategy implementation and control of Sanxiang Talent Development Service Co., Ltd., which mainly define the emphasis and guarantee of the company's strategy implementation, how to evaluate the company's strategic control and follow up the decision;Finally, the conclusion of this paper is given.Where the human resources service enterprises will go, this is the problem that all the human resources industry enterprises are facing, is also the topic that everybody is discussing.For the future of local human resources service enterprises, different visions and missions produce different strategic expectations and objectives, determine different investment directions, organizational structure and business model, resulting in different efficiency and effect.This has become an urgent problem for every enterprise in the industry.The innovation of this paper lies in the use of strategic perspective and global thinking, the use of systematic and scientific analytical methods, the solution from different levels, and the long-term and developmental perspective to examine the future international competition.Find out the development opportunity from the rational thinking, and seek the development and growth of the enterprise in the change.
【學位授予單位】：湖南大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F249.2;F272

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