A集团公司是一家成立于1997年的多元化民营企业集团公司,经过多年的产
业经营与战略推进,A集团公司己形成了“大金融、大健康、文化旅游”三大产
业战略布局,正在打造“一体两翼”的产业战略支撑架构和产融结合的“双轮驱
动”特色发展模式。但随着国内经济新常态、国际政治经济的不确定性因素增加,
以及国内市场各行业发展放缓与竞争的日趋激烈,如何保障A集团公司三大产业
战略的有效推进、资产经营质量逐步提高、业务的可持续发展和内部经营管理水
平逐步提升以有效应对市场竞争已成为A集团董事局需要和将要面对的一个全新
挑战
本文以A集团公司为例,从A集团公司的管控现状进行分析,并挖掘出A集团
公司人力资源管控存在的问题,针对以上问题分条理、按层次对A集团公司人力
资源管控体系进行了优化设计。希望A集团管理者能够借鉴完善后的优化设计方
案在对各子公司的实际管理过程中做到切实有效的人力资源管控,充分发挥出人
力资源管控的上下协同作用,以便能更好地推动集团公司经营发展和战略目标的
达成
关键词:集团公司;集团公司管控;人力资源管控;管控模式
iii 北京交通X学硕士专业学位论文
ABSTRACT
ABSTRACT
With the rapid development of economic globalization, talent war intensified, the
talent in the important position in the enterprise gradually get each big company
attaches great importance to top managers. At the same time, along with the years, the
adjustment of national industrial structure, many got obvious strengthening enterprise&39;s
competitiveness,many of them developed rapidly has become a group company. From
the overall situation, the formation and development of domestic corporation compared
with abroad is in a state of relative lag, not form a relatively mature pattern of group
control. Domestic industry group company development pattern is usually first
development, for industrial development to a certain size, will be vertical or horizontal
development, eventually evolved into group co., LTD. This only pay attention to the
development of the industry chain,neglect the development of the group and
coordinated management mode will bring many problems, in the control of human
resource is remarkable especially in the following two questions: one is absolutely
decentralization, respect and appreciation of excessive difference between subsidiaries,
and ignore the importance of the group&39;s overall unity, normative, in this case group co.
LTD. It is difficult to give play to the important role of group company. Another
intervention is overmuch, excessive emphasis on the standard of group company,
normative requirements, while ignoring the differences of their own development of
subsidiary company and particularity. With group co., LTD. The expansion of the
industry scope, talent demand is increasing, how group company managers from a
strategic perspective, integrated internal and external environmental factors, combined
with actual operation and management company to establish a group human resources
control system with its own characteristics, the subsidiary scientific and effective human
resource control, in order to better promote group company business development and
strategic goals to achieve things has a profound and important meaning.
A group company is A founded in 1997, after many years of industry management
and strategy, A group of companies has formed A big finance, health, culture and
tourism three big industrial strategy layout, is building one body two wings of the
industrial strategy combined support structure and melt” two-wheel driven
characteristic development pattern. But with the new normal domestic economy,
increase the uncertainty of the international political and economic factors, industries
and domestic market development is slowing and the increasingly fierce competition,
iv 北京义通大学硕士专业学位论文
ABSTRACT
how to protect A group of three industrial strategy effectively promote the sustainable,
gradually improve the quality of assets management, business development and internal
management level ascension step by step in order to effectively cope with the market
competition has become A group needs and will face A new challenge.
To A group company as an example in this article, from analyzing the present
situation and problems of A group of companies controls, and dig out the problems of A
group company human resource control, did not create the collectivization rank position
and so on management system, there is no establishing collectivized recruitment
management system, establish the collectivization talent development management
system, establishing collectivized salary welfare management system, there is no set up
performance management system, group set up collectivization of cadres group of
human resources information management system,no report and normalized
communication system, establish the collectivization of human resource management
information system. Points clear, aiming at the above problems, according to the level
of A group company human resources control system optimization design was carried
out.
Hope that after the completion of A group administrator can draw lessons from the
optimization of the design in the practical management of each subsidiary to be
effective in the process of human resource control, give full play to the control of
human resources synergy, up and down in order to better promote the development of
group company and the achievement of strategic goals.
Keywords: group company; group company control; human resource control;
control mode
V 北京交通大学硕士专业学位论文
目录
顧 III
ABSTRACT IV
1 s 11
1.1 研究背景与意义1.1.1 研宄背景1.1.2 研宄意义1.2研宄内容与方法1.2.1 研宄内容1.2.2 研宄方法1.3论文结构2理论基础与文献综述2.1相关理论概念2.1.1 集团公司2.1.2集团公司管控2.1.3集团公司人力资源管控2.2集团公司管控文献综述2.2.1集团公司管控国外研宄综述2.2.2集团公司管控国内研究综述2.2.3集团公司管控模式类型2.3集团公司人力资源管控文献综述2.3.1集团公司人力资源管控国外研究综述vi 北京交通大学硕士专业学位论文
2.3.2集团公司人力资源管控国内研宄综述2.3.3集团公司人力资源管控模式类型2.4集团公司人力资源管控模式选择的影响因素2.4.1外部环境因素2.4.2 内部环境因素
21
2.5不同管控模式的人力资源管控模式匹配分析
24
2.6本章小结
25
3 A集团公司人力资源管控体系现状、存在问题及原因分析
26
3.1 A集团公司简介
26
3.2 A集团公司管控现状
28
3.2.1 A集团公司管控模式现状
28
3.2.2 A集团公司总部
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