發(fā)布時(shí)間：2018-05-18 07:38

  本文選題：改革 + 國(guó)有企業(yè)　； 參考：《西南交通大學(xué)》2017年碩士論文

【摘要】：國(guó)企改革和事業(yè)單位分類改革是近兩年來(lái)的熱門話題,一方面讓國(guó)有企業(yè)在管理體制上穩(wěn)中求變,增強(qiáng)了生命力,另一方面讓社會(huì)公益服務(wù)的職能增效,平衡并滿足來(lái)自人與經(jīng)濟(jì)發(fā)展的需求。隨著市場(chǎng)需求的逐漸飽和與政府維護(hù)市場(chǎng)健康有序發(fā)展采取的靈活且嚴(yán)厲的政策調(diào)控影響,房地產(chǎn)行業(yè)的內(nèi)部競(jìng)爭(zhēng)與外部制約正在加速激化。然而,當(dāng)?shù)胤絿?guó)有房地產(chǎn)公司同時(shí)應(yīng)對(duì)機(jī)構(gòu)改革與求生存這兩場(chǎng)戰(zhàn)役時(shí),如何有效實(shí)現(xiàn)人力資源管理的制度革新從而攻克挑戰(zhàn)并取得實(shí)效,已顯得迫在眉睫。本文選取成都市某政府職能部門下屬國(guó)有房地產(chǎn)開發(fā)企業(yè)CF公司作為研究對(duì)象,在2016年成都市事業(yè)單位分類改革機(jī)構(gòu)整合后,該政府職能部門下屬某兩家事業(yè)單位合并,CF公司承擔(dān)了其中一家被撤銷的事業(yè)單位經(jīng)營(yíng)類全部事物與相應(yīng)非編人員的劃轉(zhuǎn)。首先,本文介紹了研究對(duì)象,闡明研究背景及意義,通過(guò)對(duì)研究思路的設(shè)計(jì),將內(nèi)外部作用及CF公司近年來(lái)實(shí)行過(guò)的績(jī)效考核辦法進(jìn)行宏微觀分析,理清研究?jī)?nèi)容。其次,對(duì)CF公司經(jīng)營(yíng)環(huán)境進(jìn)行綜述,發(fā)現(xiàn)新人員劃轉(zhuǎn)后,在績(jī)效考核管理上產(chǎn)生了嚴(yán)重的矛盾并潛藏諸多問題。根據(jù)實(shí)際運(yùn)營(yíng)情況,對(duì)CF公司績(jī)效考核體系進(jìn)行優(yōu)化,將三大績(jī)效考核方法綜合融入其中。相對(duì)客觀的完成了 CF公司的績(jī)效考核體系革新,劃分了考核對(duì)象、分解了關(guān)鍵指標(biāo)、明確了考核周期與各項(xiàng)權(quán)重,將每一位員工的績(jī)效工資劃分為三部分計(jì)發(fā),規(guī)避了大部分考核失衡的漏洞。最后,預(yù)測(cè)了系統(tǒng)優(yōu)化后可能存在的風(fēng)險(xiǎn)并制定出一套相對(duì)完善的配套保障制度以備不時(shí)之需。本文使用"混合調(diào)灑"的方法對(duì)CF公司內(nèi)部績(jī)效考核進(jìn)行了優(yōu)化與提升，，基于各類潛在的主客觀因素不可能達(dá)到完全理想的公平狀態(tài),但絕大部分適用于相同情況的國(guó)有房地產(chǎn)開發(fā)企業(yè)人力資源管理,希望本文的研究成果能對(duì)同行有一定的幫助并且具有參考和借鑒的價(jià)值。
[Abstract]:The reform of state-owned enterprises and the reform of classification of public institutions have been hot topics in the past two years. On the one hand, it has enabled state-owned enterprises to make changes in the management system, enhanced their vitality, and, on the other hand, has enabled them to increase efficiency in the functions of public welfare services. Balance and meet the needs of human and economic development. With the gradual saturation of market demand and the flexible and strict policy influence adopted by the government to maintain the healthy and orderly development of the market, the internal competition and external constraints of the real estate industry are accelerating to intensify. However, when local state-owned real estate companies deal with the two battles of institutional reform and survival at the same time, how to effectively realize the institutional innovation of human resources management and thus overcome the challenges and achieve practical results has become urgent. In this paper, CF Company, a state-owned real estate development enterprise affiliated to a government functional department in Chengdu, is selected as the research object. After the integration of the classified and reformed institutions of Chengdu in 2016, A certain two institutions under the government functional department merged with CF Company to undertake the transfer of one of the cancelled business units to the corresponding non-staff members. First of all, this paper introduces the research object, clarifies the research background and significance, through the design of research ideas, internal and external role and CF performance evaluation methods implemented in recent years for macro and micro analysis, clear up the research content. Secondly, this paper summarizes the operating environment of CF Company, and finds that after the new personnel transfer, there are serious contradictions and hidden problems in performance appraisal management. According to the actual operation situation, the performance appraisal system of CF company is optimized, and the three performance appraisal methods are integrated into it. Relatively objectively completed the performance appraisal system innovation of CF company, divided the appraisal object, decomposed the key index, defined the appraisal cycle and each weight, divided the performance salary of each employee into three parts. Avoid most of the assessment imbalance loopholes. Finally, the possible risks after system optimization are forecasted and a set of relative perfect supporting guarantee system is developed. In this paper, the internal performance evaluation of CF Company is optimized and promoted by the method of "mixed blending and sprinkling". Based on various potential subjective and objective factors, it is impossible to achieve a completely ideal fair state. However, most of them are suitable for the human resource management of state-owned real estate development enterprises in the same situation. I hope the research results of this paper can be helpful to the peers and have reference and reference value.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F299.233.4;F272.92

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