【摘要】：人類社會經歷了以體力勞動為主向腦力勞動為核心的結構轉變,知識工作者逐漸成為社會的主體,成為推動社會發(fā)展的主要力量。作為學習型和創(chuàng)新型的主體,人才是現代企業(yè)成敗的關鍵,現代企業(yè)之間的競爭是人力資源的全方位競爭。有效的人力資源管理是企業(yè)打造競爭優(yōu)勢的重要來源。作為一家以園林園藝為核心業(yè)務的民營企業(yè),浙江LH集團短短數年發(fā)展取得了顯著的成就,但也面臨著不少問題。如專業(yè)人才緊缺,管理團隊青黃不接;中高層管理團隊沒有接受過良好的教育培訓及正規(guī)大公司的熏陶,管理團隊總體缺乏專業(yè)的管理水平等。本文以浙江LH集團為個案研究載體,基于價值鏈和資源基礎觀,對競爭優(yōu)勢導向的人力資源管理進行研究,旨在為LH集團的人力資源管理優(yōu)化提供對策。首先,從人力資源管理獲取競爭優(yōu)勢的途徑進行研究,探討LH集團所處行業(yè)競爭中,人力資源的重要性。LH集團所處行業(yè)的準入門檻較低,但行業(yè)對創(chuàng)新、創(chuàng)造的能力要求較高,差異性、個性化、專業(yè)性人才奇缺,獲取人才、留住人才,給予人才發(fā)揮能力的舞臺,做到人盡其才、才盡其用,是LH集團人力資源戰(zhàn)略中的重要課題。其次,以競爭優(yōu)勢導向的企業(yè)人力資源管理框架與實踐(如規(guī)劃與開發(fā)、招聘、培訓、績效評估和激勵等)為導向,結合浙江LH集團的實際,考察該集團近年來的人力資源發(fā)展路徑及狀況。LH集團自成立以來便將人力資源放在重要位置,2010年成立了專門的人力資源部門,將人力資源放到企業(yè)的戰(zhàn)略高度。第三,對LH集團人力資源建設的得失進行研究,找出原因并提出合理化建議。在具體實踐和操作中,LH集團人力資源管理存在操作不規(guī)范,工作缺乏持續(xù)性,工作未形成體系,戰(zhàn)略意義不明確等問題。在未來發(fā)展中,LH集團應著力實現“人才強企”的企業(yè)戰(zhàn)略,實現人力資源管理的系統(tǒng)化,做到規(guī)范管理,持續(xù)管理和有效管理。
[Abstract]:Human society has experienced a structural transformation from physical labor to mental work. Knowledge workers have gradually become the main body of society and the main force to promote the development of society. As the main body of learning and innovation, talent is the key to the success or failure of modern enterprises, and the competition among modern enterprises is the all-round competition of human resources. Effective human resource management is an important source of competitive advantage. As a private enterprise with garden and horticulture as its core business, Zhejiang LH Group has made remarkable achievements in a few years, but it also faces many problems. If there is a shortage of professionals, the management team will not catch up; the middle and senior management team has not received good education and training and formal large companies, the management team in general lack of professional management level. This paper takes Zhejiang LH Group as a case study carrier, based on the view of value chain and resource base, to study the competitive advantage oriented human resource management in order to provide countermeasures for the optimization of LH group's human resource management. First of all, from the human resource management to obtain the competitive advantage way to carry on the research, discusses the LH group industry competition, the human resources importance .LH group industry entry threshold is lower, but the profession to innovate, the creation ability request is higher, Difference, individuation, professional talent is extremely scarce, obtaining talent, retaining talent, giving talent the stage of exerting ability, achieving the best use of talent, is an important subject in the human resource strategy of LH Group. Secondly, taking the competitive advantage oriented enterprise human resource management framework and practice (such as planning and development, recruitment, training, performance evaluation and incentive etc.) as the guidance, combined with the reality of Zhejiang LH Group, Review the Human Resource Development path and situation of the Group in recent years. LH Group has put human resources in an important position since its establishment. In 2010, a special human resources department was set up to put human resources in the strategic height of the enterprise. Thirdly, the author studies the gain and loss of LH group's human resources construction, finds out the reasons and puts forward some reasonable suggestions. In practice and operation, there are some problems in human resource management of LH Group, such as non-standard operation, lack of continuity of work, unformed system of work, unclear strategic significance, and so on. In the future, LH Group should realize the enterprise strategy of "talent strengthening enterprise", realize the systematization of human resource management, standardize management, continuous management and effective management.
【學位授予單位】：寧波大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F272.92;F299.24

【參考文獻】

相關期刊論文 前1條

1 錢永坤;劉穎;;人力資源管理與組織績效關聯性研究動態(tài)[J];現代管理科學;2006年03期

，

本文編號：2145167