本文關(guān)鍵詞： 集團(tuán)公司 集團(tuán)公司管控 人力資源管控 管控模式　出處：《北京交通大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著全球化經(jīng)濟(jì)的快速發(fā)展,人才爭(zhēng)奪大戰(zhàn)的愈演愈烈,人才在企業(yè)中的重要地位逐漸得到各大公司高層管理者的高度重視。與此同時(shí),伴隨著這些年國(guó)家產(chǎn)業(yè)結(jié)構(gòu)的不斷調(diào)整,讓許多企業(yè)的競(jìng)爭(zhēng)力得到了明顯的加強(qiáng),其中很多發(fā)展較快的已經(jīng)成為集團(tuán)公司。從整體狀況來(lái)看,國(guó)內(nèi)集團(tuán)公司的形成和發(fā)展與國(guó)外相比都處于相對(duì)滯后的狀態(tài),沒有形成相對(duì)成熟的集團(tuán)管控模式。國(guó)內(nèi)集團(tuán)公司的發(fā)展模式通常是先發(fā)展產(chǎn)業(yè),待產(chǎn)業(yè)發(fā)展到一定規(guī)模,便會(huì)縱向或橫向進(jìn)行發(fā)展,最終演變成為集團(tuán)公司。這種只注重產(chǎn)業(yè)鏈的發(fā)展,忽視集團(tuán)上下協(xié)同管理的發(fā)展方式勢(shì)必會(huì)帶來(lái)諸多問題,在人力資源管控中尤以以下兩個(gè)問題較為突出:一種是絕對(duì)地放權(quán),過(guò)度的尊重和重視下屬子公司之間的差異性,而忽略了集團(tuán)整體統(tǒng)一性、規(guī)范性的重要性,在這種情況下集團(tuán)公司很難發(fā)揮集團(tuán)公司的重要作用。另外一種干預(yù)過(guò)多,過(guò)度的注重集團(tuán)公司的標(biāo)準(zhǔn)性、規(guī)范性的要求,而忽略下屬子公司自身發(fā)展的差異性、特殊性。伴隨集團(tuán)公司產(chǎn)業(yè)范圍的不斷擴(kuò)大、人才需求的日益增加,集團(tuán)公司管理者如何從戰(zhàn)略的角度出發(fā),綜合內(nèi)外部環(huán)境影響因素,結(jié)合公司經(jīng)營(yíng)管理實(shí)際建立帶有自身特點(diǎn)的集團(tuán)化人力資源管控體系,對(duì)下屬子公司進(jìn)行科學(xué)的、行之有效的人力資源管控,以便能更好地推動(dòng)集團(tuán)公司經(jīng)營(yíng)發(fā)展和戰(zhàn)略目標(biāo)達(dá)成都有著深刻且重要的意義。A集團(tuán)公司是一家成立于1997年的多元化民營(yíng)企業(yè)集團(tuán)公司,經(jīng)過(guò)多年的產(chǎn)業(yè)經(jīng)營(yíng)與戰(zhàn)略推進(jìn),A集團(tuán)公司已形成了“大金融、大健康、文化旅游”三大產(chǎn)業(yè)戰(zhàn)略布局,正在打造“一體兩翼”的產(chǎn)業(yè)戰(zhàn)略支撐架構(gòu)和產(chǎn)融結(jié)合的“雙輪驅(qū)動(dòng)”特色發(fā)展模式。但隨著國(guó)內(nèi)經(jīng)濟(jì)新常態(tài)、國(guó)際政治經(jīng)濟(jì)的不確定性因素增加,以及國(guó)內(nèi)市場(chǎng)各行業(yè)發(fā)展放緩與競(jìng)爭(zhēng)的日趨激烈,如何保障A集團(tuán)公司三大產(chǎn)業(yè)戰(zhàn)略的有效推進(jìn)、資產(chǎn)經(jīng)營(yíng)質(zhì)量逐步提高、業(yè)務(wù)的可持續(xù)發(fā)展和內(nèi)部經(jīng)營(yíng)管理水平逐步提升以有效應(yīng)對(duì)市場(chǎng)競(jìng)爭(zhēng)已成為A集團(tuán)董事局需要和將要面對(duì)的一個(gè)全新挑戰(zhàn)。本文以A集團(tuán)公司為例,從A集團(tuán)公司的管控現(xiàn)狀進(jìn)行分析,并挖掘出A集團(tuán)公司人力資源管控存在的問題,針對(duì)以上問題分條理、按層次對(duì)A集團(tuán)公司人力資源管控體系進(jìn)行了優(yōu)化設(shè)計(jì)。希望A集團(tuán)管理者能夠借鑒完善后的優(yōu)化設(shè)計(jì)方案在對(duì)各子公司的實(shí)際管理過(guò)程中做到切實(shí)有效的人力資源管控,充分發(fā)揮出人力資源管控的上下協(xié)同作用,以便能更好地推動(dòng)集團(tuán)公司經(jīng)營(yíng)發(fā)展和戰(zhàn)略目標(biāo)的達(dá)成。
[Abstract]:With the rapid development of the global economy and the fierce competition for talents, the important position of talents in the enterprise has gradually been attached great importance to by the senior managers of the major companies. With the continuous adjustment of the national industrial structure in recent years, the competitiveness of many enterprises has been significantly strengthened, many of which have been rapidly developed into group companies. From the overall situation. The formation and development of domestic group companies are in a relatively backward state compared with foreign countries, and there is no relatively mature group control mode. The development mode of domestic group companies is usually to develop industry first. When the industry develops to a certain scale, it will develop vertically or horizontally and eventually become a group company. This kind of development only pays attention to the development of industrial chain. Ignoring the development of collaborative management of the group will inevitably bring many problems, especially in the human resource management and control of the following two issues are more prominent: one is absolute decentralization. Excessive respect and attention to the differences between subsidiary companies, while ignoring the overall unity of the group, normative importance. In this case, it is difficult for the group company to play an important role. Another kind of excessive intervention, too much attention to the standard, normative requirements of the group company. While ignoring the differences and particularities of the development of subsidiary companies, with the continuous expansion of the industrial scope of the group companies, the increasing demand for talent, how the managers of the group companies from a strategic point of view. Comprehensive internal and external environmental factors, combined with the actual company management and management to establish a group of human resources control system with its own characteristics, subsidiary companies to carry out scientific, effective human resources management and control. In order to better promote the group company management development and strategic goals Chengdu has a profound and important significance. Group A is a diversified private enterprise group company founded in 1997. After years of industrial management and strategic promotion, the company has formed the "big finance, great health, cultural tourism" three industrial strategic layout. The industry strategy supporting framework of "one body and two wings" is being built, and the "two wheel drive" characteristic development mode of the combination of industry and finance is being built. However, with the new normal of domestic economy, the uncertainty of international politics and economy is increasing. As well as the slowing down of the development of various industries in the domestic market and the increasingly fierce competition, how to ensure the effective promotion of the three major industrial strategies of Group A, and the gradual improvement of the quality of asset management. The sustainable development of business and the improvement of internal management level to effectively meet the market competition has become a new challenge to the board of directors of Group A. this paper takes Group A as an example. This paper analyzes the current situation of management and control of group A company, and excavates the problems existing in human resource control of group A company, aiming at the above problems divided into layers. This paper optimizes the management and control system of human resources of group A company according to the level. It is hoped that the managers of group A can draw lessons from the improved optimization design scheme to achieve practical and effective manpower in the actual management process of each subsidiary company. Resource control. Give full play to the synergy of human resources management and control, in order to better promote the group's business development and strategic objectives.
【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F832.39

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本文編號(hào)：1478419