【摘要】：美國(guó)鋼鐵大王卡耐基先生曾說過一句很有名的話:“將我所有的工廠、設(shè)備、市場(chǎng)、資金全部拿去,但只要保留我組織中的人,4年以后,我將仍是一個(gè)鋼鐵大王”。由此可見人力資源在一個(gè)企業(yè)發(fā)展中的作用是非常重要的。在傳統(tǒng)經(jīng)濟(jì)逐步為新興的知識(shí)經(jīng)濟(jì)所取代的今天,人力資源的重要性就顯得更加突出了，重視人力資源的開發(fā)與建設(shè)變得尤為重要和緊迫。同時(shí)對(duì)人力資源的管理也提出了新的、更高的要求。目前在我們國(guó)家，仍然有許多公司的管理模式處在舊的、落后的方式下，對(duì)人的管理還是停留在以前的人事管理階段中。怎樣才能把人當(dāng)作活的資源加以開發(fā)和利用，怎樣才能真正調(diào)動(dòng)起人的工作積極性與主觀能動(dòng)性，從而達(dá)到充分挖掘人的內(nèi)在潛力，是現(xiàn)代人力資源管理的重要任務(wù)，也是企業(yè)管理者需要承擔(dān)的重要職責(zé)之一。 房地產(chǎn)行業(yè)具有專業(yè)性強(qiáng)、地域差異性大、投資額高、易受政策影響、風(fēng)險(xiǎn)高及工作關(guān)系復(fù)雜等特點(diǎn)，是資金密集性及人才密集型行業(yè)。自2010年以來，針對(duì)房地產(chǎn)行業(yè)，，國(guó)家相繼出臺(tái)了“國(guó)十一條”、“新國(guó)十條”、“新國(guó)八條”及“新國(guó)五條”等一系列的一輪嚴(yán)于一輪的調(diào)控政策，使房地產(chǎn)行業(yè)進(jìn)入了緊縮期及精細(xì)化管理時(shí)代；同時(shí)，房地產(chǎn)行業(yè)的競(jìng)爭(zhēng)也轉(zhuǎn)入到了人才的競(jìng)爭(zhēng)。本文以作者所在企業(yè)為研究對(duì)象，通過分析ZH地產(chǎn)公司組織結(jié)構(gòu)、工作分析與崗位評(píng)價(jià)、績(jī)效管理及人力資源培訓(xùn)與開發(fā)等人力資源管理現(xiàn)狀，對(duì)比標(biāo)桿房企在這些方面的成熟管理經(jīng)驗(yàn)，運(yùn)用現(xiàn)代人力資源管理的先進(jìn)理念、管理方法和工具提出ZH地產(chǎn)公司人力資源管理的優(yōu)化方案及建議。本文分為五個(gè)部分:第一章為緒論,主要介紹問題的提出及研究的意義、選題背景、研究的方法、研究綜述等內(nèi)容；第二章為ZH地產(chǎn)公司介紹及面臨的競(jìng)爭(zhēng)環(huán)境分析；第三章為ZH地產(chǎn)公司人力資源管理現(xiàn)狀介紹；第四章為ZH地產(chǎn)公司人力資源管理優(yōu)化方案研究；第五章為優(yōu)化方案的評(píng)估及結(jié)語(yǔ),主要分析優(yōu)化方案執(zhí)行過程中可能會(huì)遇到的困難、風(fēng)險(xiǎn)，方案本身可能存在的不足或缺陷以及后續(xù)跟蹤評(píng)估措施。
[Abstract]:Mr. Carnegie, the American steel king, once said a famous saying: "take all my factories, equipment, markets, and funds, but as long as I keep the people in my organization, I will still be a steel king in four years' time." Thus it can be seen that the role of human resources in the development of an enterprise is very important. Nowadays, the traditional economy is gradually replaced by the new knowledge economy, the importance of human resources is more prominent, and it is particularly important and urgent to attach importance to the development and construction of human resources. At the same time, the management of human resources also put forward new and higher requirements. At present, there are still many companies in our country, there are still many companies in the old, backward way, the management of people is still in the previous stage of personnel management. How to develop and utilize people as living resources, how to really mobilize people's enthusiasm and subjective initiative, so as to fully tap the internal potential of human beings, is an important task of modern human resources management. It is also one of the important responsibilities that enterprise managers need to undertake. The real estate industry has the characteristics of strong professionalism, large regional differences, high investment, vulnerable to policy influence, high risk and complex working relationship. It is a capital-intensive and talent-intensive industry. Since 2010, for the real estate industry, the state has issued a series of strict regulation and control policies, such as "National 11," New Ten, "New eight," and "New five." So that the real estate industry has entered a period of contraction and fine management era; At the same time, the competition in the real estate industry has also turned to the competition for talents. This paper takes the author's enterprise as the research object, and analyzes the present situation of human resource management, such as ZH real estate company organizational structure, job analysis and post evaluation, performance management, human resource training and development, etc. Compared with the mature management experience of benchmarking real estate enterprises in these aspects, this paper puts forward the optimization scheme and suggestions of human resource management of ZH real estate company by using the advanced ideas, management methods and tools of modern human resource management. This paper is divided into five parts: the first chapter is the introduction, which mainly introduces the significance of the problem and the significance of the research, the background of the topic, the research methods, the research review and so on. The second chapter is the introduction of ZH real estate company and the analysis of the competitive environment it faces. The third chapter is the introduction of the current situation of human resource management in ZH real estate company, the fourth chapter is the research on the optimization scheme of human resource management in ZH real estate company. The fifth chapter is the evaluation and conclusion of the optimization scheme, which mainly analyzes the difficulties, risks, shortcomings or defects of the scheme itself and the follow-up evaluation measures.
【學(xué)位授予單位】：江西師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.92;F299.233.4

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