本文關鍵詞： 建筑裝飾 人力資源管理 策略 案例研究　出處：《華南理工大學》2013年碩士論文　論文類型：學位論文

【摘要】：在中國建筑行業(yè)細分的過程中，以人為本和可持續(xù)發(fā)展觀，對建筑行業(yè)提出更高要求，住宅將來要實現(xiàn)產業(yè)化，要把各種新的技術、新的功能、新的流程集合到一起體現(xiàn)到一個項目上。裝飾裝修是建筑業(yè)中一個不可或缺的環(huán)節(jié)，在旺盛的市場需求推動下，這個行業(yè)以超常規(guī)的速度迅速發(fā)展。然而，建筑裝飾企業(yè)專業(yè)技術知識型員工日益頻繁的流動，成為當今裝修業(yè)人才流動的一大特點。技術是決定一個企業(yè)是否具有競爭力的重要因素，而技術創(chuàng)新與進步是由人來完成的。因此，技術的較量歸根到底是人才的較量，專業(yè)技術人員日益成為各企業(yè)爭奪的對象。人才的頻頻流失讓建筑裝飾企業(yè)付出了很大的代價。 本文旨在以投資規(guī)模適中，而且具有代表意義的BJ裝飾工程公司為案例，把握領導理論和戰(zhàn)略人力資源理論，從分析其人才流失的現(xiàn)狀和原因入手，對目前BJ公司人力資源管理存在的問題進行了深入的分析和研究，提出適合公司特點的、可行的獲取人才、獎勵人才、發(fā)展人才、保護人才等人力資源管理策略的建議，以期在一定程度上起到留住人才、吸引人才的作用，在提高員工滿意度的同時實現(xiàn)組織目標，進而獲得競爭優(yōu)勢，提高公司效益，同時為其他建筑裝飾企業(yè)解決人力資源上的流失問題提供可以參考的解決方案。 最后，本文針對BJ公司存在的問題提出了解決策略，包括轉變人力資源管理模式，加強人力資源制度建設，構建激勵性績效考核體系以及構建競爭性薪酬體系四個方面。具體而言，第一，高度重視企業(yè)可持續(xù)發(fā)展戰(zhàn)略的規(guī)劃作用。第二，積極構建企業(yè)核心價值觀。第三，樹立正確的人力資源管理理念。第四，強化員工培訓積極建立學習型組織。建立人力資源管理體系，對人員的招聘、培養(yǎng)、使用、考核規(guī)范化、制度化。在建立能夠充分激勵員工的薪酬體系時，不光要從企業(yè)內部的公平性來考量，企業(yè)整體薪酬在行業(yè)乃至地區(qū)中的競爭性也一樣重要。針對BJ公司的薪酬現(xiàn)狀，本文認為將所有人員的薪酬及效益關聯(lián)起來是最為重要而緊迫的。構建項目管理體系，激勵項目管理人員提升項目效益的積極性，以項目效益決定項目管理人員的薪酬水平。
[Abstract]:In the process of subdivision of China's construction industry, the people-oriented and sustainable development view puts forward higher requirements for the construction industry. In the future, housing should be industrialized and all kinds of new technologies and functions should be put into practice. The new process comes together on a project. Decoration and decoration is an indispensable part of the construction industry, driven by strong market demand, the industry is growing at an extraordinary rate. The increasingly frequent flow of professional and technical knowledge workers in architectural decoration enterprises has become a major feature of the talent flow in the decoration industry today. Technology is an important factor in determining whether an enterprise is competitive or not. Therefore, the contest of technology is the contest of talents, and the professional and technical personnel increasingly become the object of all enterprises. The frequent loss of talents makes the architectural decoration enterprises pay a great price. The purpose of this paper is to take BJ Decoration Engineering Company, which has moderate investment scale and representative significance, as a case study, grasp leadership theory and strategic human resource theory, and start with the analysis of the present situation and causes of the brain drain. This paper makes a deep analysis and research on the problems existing in the human resource management of BJ Company, and puts forward some suggestions for the human resource management strategy, such as obtaining, rewarding, developing and protecting talents, which are suitable for the characteristics of the company, such as obtaining talents, rewarding talents, developing talents, protecting talents, etc. To a certain extent, to retain talent, attract talent, improve the satisfaction of staff at the same time to achieve organizational goals, and then obtain competitive advantage, improve the efficiency of the company, At the same time for other architectural decoration enterprises to solve the loss of human resources to provide a reference solution. Finally, this paper puts forward some solutions to the problems in BJ Company, including changing the mode of human resource management and strengthening the construction of human resource system. To construct incentive performance appraisal system and to construct competitive compensation system. Specifically, first, to attach great importance to the planning role of enterprise sustainable development strategy. Second, to actively construct the core values of the enterprise. Set up the correct concept of human resource management. 4th, strengthen the training of staff, actively establish the learning organization, establish the human resources management system, recruit, train, use, assess and standardize the personnel, Institutionalization. When establishing a compensation system that can fully motivate employees, it is important not only to consider the fairness within the enterprise, but also to consider the competitiveness of the overall compensation in the industry and even in the region. This paper holds that it is most important and urgent to correlate the compensation and benefit of all personnel. To construct the project management system, to encourage the project managers to promote the enthusiasm of the project benefit, and to determine the salary level of the project managers by the project benefit.
【學位授予單位】：華南理工大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F272.92;F426.92

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