本文選題：人才　切入點(diǎn)：發(fā)展戰(zhàn)略　出處：《南華大學(xué)》2014年碩士論文

【摘要】：我國早在上世紀(jì)九十年代就開始探索新世紀(jì)的人才強(qiáng)國戰(zhàn)略，把21世紀(jì)的人才戰(zhàn)略作為我國發(fā)展的首要戰(zhàn)略。實(shí)施人才強(qiáng)國戰(zhàn)略是一項(xiàng)重大而緊迫的任務(wù)，關(guān)系到我國社會的長遠(yuǎn)發(fā)展與進(jìn)步。當(dāng)今時代，科學(xué)技術(shù)飛速發(fā)展，社會進(jìn)入了知識經(jīng)濟(jì)時代，人才資源在經(jīng)濟(jì)發(fā)展中受到了前所未有的重視，被看作企業(yè)組織戰(zhàn)略資源中的“第一資源”。在企業(yè)市場競爭力的組成中，人才資源的質(zhì)量、價值是非常重要的決定因素。每個企業(yè)若想在市場中不斷發(fā)展并立于不敗之地，最重要的就是做好人才的培養(yǎng)、開發(fā)、招聘、激勵、考核等一些列工作，，施行高效率的人才制度，營造利于人才發(fā)展的良好環(huán)境。必須在公司的長遠(yuǎn)發(fā)展戰(zhàn)略和規(guī)劃上以戰(zhàn)略性眼光來看待公司的人才發(fā)展體系。 M公司成立于2005年，是政府出資設(shè)立的大型國有資產(chǎn)經(jīng)營公司，主要經(jīng)營范圍包括資產(chǎn)收購和托管，資產(chǎn)處置、土地經(jīng)營、非金融性投資、投資咨詢、財(cái)務(wù)顧問、企業(yè)重組兼并及代理、產(chǎn)權(quán)經(jīng)紀(jì)、國有股權(quán)管理等。經(jīng)過八年的發(fā)展，規(guī)模不斷壯大。為了適應(yīng)新時期的發(fā)展需要，M公司于2013年改組為M集團(tuán)公司，實(shí)行集團(tuán)化運(yùn)營，下設(shè)多個控股、參股子公司。M集團(tuán)公司的發(fā)展壯大與戰(zhàn)略規(guī)劃的實(shí)施，不可避免地要關(guān)注公司的人才發(fā)展，把人才發(fā)展納入到集團(tuán)公司的新的戰(zhàn)略規(guī)劃中來。本文通過分析M集團(tuán)公司的經(jīng)營戰(zhàn)略和人才現(xiàn)狀，對M集團(tuán)公司人才的發(fā)展提出了戰(zhàn)略性規(guī)劃和措施，為M集團(tuán)公司的未來發(fā)展提供人才支持。對國內(nèi)人才理論研究與同類企業(yè)的人才實(shí)踐，本文具有提供一定的理論意義與借鑒意義。
[Abstract]:As early as the 1990s, China began to explore the strategy of strengthening the country by talents in the new century, and regard the strategy of talents in the 21st century as the first strategy for the development of our country.It is an important and urgent task to implement the strategy of strengthening the country by talents, which is related to the long-term development and progress of our society.Nowadays, with the rapid development of science and technology, the society has entered the era of knowledge economy. Human resources have been attached great importance to in the economic development and are regarded as "the first resource" in the strategic resources of enterprises.In the composition of enterprise market competitiveness, the quality and value of human resources are very important determinants.If every enterprise wants to continue to develop and remain invincible in the market, the most important thing is to do a good job of training, developing, recruiting, motivating, examining, and so on, so as to implement a highly efficient talent system.Create a good environment conducive to the development of talent.The talent development system of the company must be viewed strategically in the long-term development strategy and planning of the company.M Company was founded in 2005, is a large state-owned assets management company funded by the government, the main business scope includes asset acquisition and custody, asset disposal, land management, non-financial investment, investment consulting, financial consultants,Reorganization and merger of enterprises and agents, property rights brokers, state-owned equity management, and so on.After eight years of development, the scale continues to grow.In order to meet the needs of the development of the new period, M Group Company was reorganized into M Group Company in 2013, with a group operation, several holding companies, and the development and expansion of the subsidiary. M Group Company and the implementation of the strategic plan.It is inevitable to pay attention to the talent development of the company and bring the talent development into the new strategic plan of the group company.By analyzing the management strategy and talent status of M Group Company, this paper puts forward the strategic plan and measures for the development of talents of M Group Company, in order to provide talent support for the future development of M Group Company.This paper provides some theoretical and referential significance for the domestic talent theory research and the talent practice of the similar enterprises.
【學(xué)位授予單位】：南華大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F123.7;F272.92

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