【摘要】：在國(guó)家鼓勵(lì)創(chuàng)業(yè)的大環(huán)境下,越來(lái)越多的人希望通過(guò)創(chuàng)業(yè)實(shí)現(xiàn)自身價(jià)值。很多的創(chuàng)業(yè)者在創(chuàng)業(yè)初期,并沒(méi)有具體的創(chuàng)新能力和技術(shù)能力,只能依靠外界優(yōu)質(zhì)的資源和自身卓越的銷(xiāo)售能力支撐企業(yè)的經(jīng)營(yíng)。在企業(yè)渡過(guò)危險(xiǎn)的初創(chuàng)期后,這些小微企業(yè)開(kāi)始探尋發(fā)展壯大的道路。由于企業(yè)環(huán)境的限制,這些小微企業(yè)在經(jīng)營(yíng)前期,無(wú)暇顧及企業(yè)的人力資源管理。然而在發(fā)展過(guò)程中,諸多的困難使企業(yè)舉步維艱,缺乏人力資源管理制度更是使企業(yè)雪上加霜。本文以案例的形式,對(duì)渡過(guò)危險(xiǎn)初創(chuàng)期的小企業(yè)科昊威公司的人力資源管理制度的建立方案進(jìn)行了分析。首先,文章分析了科昊威公司所處的商業(yè)環(huán)境及公司的戰(zhàn)略方向�？脐煌緦儆阡N(xiāo)售代理型小企業(yè),銷(xiāo)售領(lǐng)域?yàn)楣I(yè)設(shè)備。該企業(yè)選擇的戰(zhàn)略是向集成服務(wù)類(lèi)公司發(fā)展,利用服務(wù)為產(chǎn)品增值產(chǎn)生利潤(rùn)。該企業(yè)的特點(diǎn)是無(wú)自主技術(shù),主要靠代理銷(xiāo)售模式,利用服務(wù)為產(chǎn)品增值。產(chǎn)品成本占用資金量大,公司本身實(shí)收資本少,融資困難,對(duì)現(xiàn)金流動(dòng)性要求高。其次,由于公司財(cái)務(wù)壓力大,現(xiàn)金流要求高。人力資源戰(zhàn)略的制定要嚴(yán)格遵從財(cái)務(wù)預(yù)算的要求,不為公司的財(cái)務(wù)系統(tǒng)帶來(lái)壓力。因此,確定在人力資源戰(zhàn)略之前,公司著重分析了人力資源預(yù)算,并確定了薪酬范圍。再次,文章根據(jù)科昊威公司的企業(yè)戰(zhàn)略,分析了公司的人力資源戰(zhàn)略。公司的企業(yè)戰(zhàn)略決定公司的人力資源戰(zhàn)略向著力培養(yǎng)工程及管理人才傾斜,且人才的留職和使人才同企業(yè)共同成長(zhǎng),是科昊威公司主要的人力資源戰(zhàn)略。最后,根據(jù)科昊威公司的具體環(huán)境,文章為其探尋出可行的執(zhí)行方案,并在實(shí)踐中加以驗(yàn)證。本文希望借由對(duì)案例企業(yè)的研究,為處于困境中,致力于擴(kuò)大轉(zhuǎn)型的小微企業(yè)搭建人力資源制度模型,為尚無(wú)人力資源管理的企業(yè)尋求可以借鑒的人力資源制度搭架解決方案。
[Abstract]:In the environment where the state encourages entrepreneurship, more and more people hope to realize their own value through entrepreneurship. Many entrepreneurs do not have specific innovation ability and technical ability in the initial stage of starting a business, they can only rely on the external high-quality resources and their own outstanding sales ability to support the operation of the enterprise. After going through the dangerous beginnings, these micro-enterprises began to explore the way to grow. Because of the restriction of the enterprise environment, these small and micro enterprises have no time to take into account the human resource management of the enterprise in the early stage of operation. However, in the process of development, many difficulties make the enterprise difficult, and the lack of human resource management system makes the enterprise worse. In the form of a case, this paper analyzes the establishment scheme of human resource management system of Kehao Wei Company, a small enterprise that has passed through the dangerous initial stage. First of all, the article analyzes the business environment and strategic direction of Kehao Wei Company. Kehao Wei Co., Ltd. is a sales agent small enterprises, sales field for industrial equipment. The strategy chosen by the enterprise is to develop into integrated service companies and to utilize services to generate profits for product value-added. The characteristics of the enterprise is no independent technology, mainly rely on agent sales model, the use of services for product value-added. Product cost occupies large amount of capital, the company has less paid-in capital, difficult financing, and high demand for cash liquidity. Secondly, because the company financial pressure, cash flow requirements are high. Human resources strategy should strictly comply with the requirements of the financial budget, not to bring pressure on the financial system of the company. Therefore, to determine the human resources strategy, the company focused on the analysis of human resources budget, and determine the pay range. Thirdly, according to the enterprise strategy of Kehao Wei Company, the article analyzes the human resource strategy of the company. The company's corporate strategy determines the company's human resources strategy to focus on the training of engineering and management talents, and the retention of talent and the common growth of talent with the enterprise, is the main human resources strategy of Kehao Wei Company. Finally, according to the specific environment of Kehao Wei Company, this paper explores a feasible implementation scheme for it and verifies it in practice. This paper hopes to build a human resource system model for the small and micro enterprises which are in a difficult position by studying the case of enterprises, and to seek a solution for the enterprises without human resources management that can be used for reference.
【學(xué)位授予單位】：華北電力大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類(lèi)號(hào)】：F272.92;F426.61

【參考文獻(xiàn)】

相關(guān)期刊論文 前1條

1 高曉蘭;;中小企業(yè)人力資源管理存在的問(wèn)題及對(duì)策分析[J];改革與開(kāi)放;2010年14期

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本文編號(hào)：2272317