本文選題：人力資源管理　切入點(diǎn)：戰(zhàn)略管理　出處：《西南交通大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：我國房地產(chǎn)行業(yè)近年來由于經(jīng)濟(jì)回升,帶來了商業(yè)地產(chǎn)企業(yè)的大繁榮、大發(fā)展,同時(shí)我國房地產(chǎn)企業(yè)的發(fā)展也存在瓶頸。由于商業(yè)地產(chǎn)公司規(guī)模和經(jīng)營范圍都在不斷擴(kuò)大,相關(guān)商業(yè)地產(chǎn)人才的培養(yǎng)有限,使得房地產(chǎn)公司在人才方面的競(jìng)爭(zhēng)也在不斷加劇。雖然人力資源管理在我國商業(yè)地產(chǎn)企業(yè)已經(jīng)在逐步完善,但相較于國外的人力資源管理實(shí)踐還有差距。商業(yè)地產(chǎn)企業(yè)要想獲得長足發(fā)展,維持其發(fā)展勢(shì)頭,就要從公司戰(zhàn)略角度制定人力資源管理計(jì)劃,從戰(zhàn)略管理角度對(duì)地產(chǎn)企業(yè)人力資源管理活動(dòng)進(jìn)行研究,這有利于企業(yè)保持競(jìng)爭(zhēng)優(yōu)勢(shì),在市場(chǎng)上采取積極主動(dòng)的、戰(zhàn)略性的應(yīng)對(duì)方式。本文的主要內(nèi)容是： 第一章為緒論,首先介紹在全球經(jīng)濟(jì)衰退而房地產(chǎn)業(yè)復(fù)蘇背景下,人力資源管理工作的重要性；然后,介紹了人力資源管理工作對(duì)商業(yè)地產(chǎn)公司發(fā)展的重大意義。最后對(duì)本文的研究方法和整體框架進(jìn)行闡述。 第二章為相關(guān)理論基礎(chǔ),首先,對(duì)人力資源管理概念進(jìn)行界定闡述。其次,介紹國內(nèi)外學(xué)者對(duì)于這一問題的研究成果及存在的不足,本文在前人研究成果基礎(chǔ)上進(jìn)行探索。最后,從企業(yè)戰(zhàn)略角度出發(fā),對(duì)人力資源管理實(shí)踐活動(dòng)相關(guān)理論進(jìn)行概述,以期在這些理論指導(dǎo)下,構(gòu)建房地產(chǎn)公司人力資源優(yōu)化模型。 第三章對(duì)M商業(yè)地產(chǎn)公司人力資源管理存在的問題進(jìn)行闡述。首先,對(duì)我國商業(yè)地產(chǎn)公司人力資源現(xiàn)狀做簡(jiǎn)要介紹和分析。其次,對(duì)M商業(yè)地產(chǎn)公司在人力資源管理實(shí)踐中存在的問題進(jìn)行闡述,以此為人力資源管理優(yōu)化做鋪墊。 第四章為商業(yè)地產(chǎn)公司人力資源管理模型的構(gòu)建。首先,介紹人力資源管理模型構(gòu)建原則目標(biāo)。其次,建立商業(yè)地產(chǎn)公司的人力資源模型,并對(duì)此模型中各個(gè)構(gòu)成要素進(jìn)行闡述。 第五章,針對(duì)M商業(yè)地產(chǎn)公司人力資源管理存在的問題提出合理建議。本章分別對(duì)照行業(yè)標(biāo)桿A企業(yè)在人力資源規(guī)劃、人才成長管理、績(jī)效管理及薪酬管理方面的做法,對(duì)M商業(yè)地產(chǎn)公司人力資源管理存在的問題提出提升措施。
[Abstract]:In recent years, the real estate industry of our country has been booming and developing because of the economic rebound. At the same time, the development of real estate enterprises in our country also has bottlenecks. As the scale and scope of commercial real estate companies are constantly expanding, The limited training of relevant commercial real estate personnel has made the competition of real estate companies in the field of talent increasing. Although human resource management has been gradually improved in commercial real estate enterprises in our country, However, compared with the practice of human resources management in foreign countries, there is still a gap. If commercial real estate enterprises want to achieve substantial development and maintain their momentum of development, they must formulate human resources management plans from the perspective of the company's strategy. This paper studies the human resource management activities of real estate enterprises from the perspective of strategic management, which is helpful for enterprises to maintain their competitive advantage and take a proactive and strategic approach in the market. The main contents of this paper are as follows:. The first chapter introduces the importance of human resource management in the context of the global economic recession and the recovery of the real estate industry. This paper introduces the significance of human resource management to the development of commercial real estate companies. The second chapter is the relevant theoretical basis, first, the concept of human resources management is defined and expounded. Secondly, the domestic and foreign scholars' research results on this issue and their shortcomings are introduced. Finally, from the perspective of enterprise strategy, this paper summarizes the related theories of human resource management practice activities, in order to construct the human resource optimization model of real estate companies under the guidance of these theories. The third chapter expounds the problems existing in human resource management of M commercial real estate company. Firstly, it briefly introduces and analyzes the present situation of human resource of commercial real estate company in our country. Secondly, This paper expounds the problems existing in the practice of human resource management in M commercial real estate company, and lays the groundwork for the optimization of human resource management. Chapter 4th is the construction of human resource management model of commercial real estate company. Firstly, it introduces the principles and objectives of constructing human resource management model. Secondly, it establishes the human resource model of commercial real estate company. And to this model each constituent element carries on the elaboration. Chapter 5th, aiming at the problems of human resource management in M commercial real estate company, puts forward some reasonable suggestions. This chapter compares with the practice of human resource planning, talent growth management, performance management and salary management in benchmark A enterprise. To M commercial real estate company human resources management existing problems put forward the promotion measures.
【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】：2014
【分類號(hào)】：F272.92;F299.233.4

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