成都 R 公司是一家成立于 2010 年的专业从事农副产品生产的企业，该公司目
前拥有 42 名员工，年销售额逾 3000 万元。公司主要是以在农副产品产地收购原
材料、加工、运回公司总部、根据客户要求进行二次加工销售的方式。由于产品
的各个生产环节主要以手工为主，企业的竞争就是人员管理的竞争，做好生产人
员的配置、考核、激励有助于企业发展，使企业获得最大的利益

本文的主要内容包括以下几个方面：首先，对农副产品初加工这个行业的现
状和前景做了分析；其次，介绍该公司的基本情况和管理现状，分析该公司的发
展前景以及在发展过程中应该重视的不仅仅是业务的扩大，人员管理已经是该公
司在发展中的重点；然后，根据该公司人员管理已经出现的问题进行分析，得出
结论：在人员配置、考核、激励机制三个方面存在一些缺陷，并且对于公司未来
的发展前景极有可能产生影响；最后，综合分析人员配置、考核、激励机制相关
理论并结合公司已有的方法，对于这三方面分别提出完善意见，从而建立一套适
合该企业发展的，将人员配置、考核、激励相结合的体系

通过该公司人员管理体制的完善，提高劳动生产率，从而帮助企业维护客户
和发掘新客户，为企业更大程度的提高获利能力

关键字：人员管理，配置，考核，激励机制ABSTRACT
ABSTRACT
This paper studies the problem of personnel management in agricultural and
sideline food enterprises，and a company engaged in processing and sales of agricultural
and sideline products company – Chengdu R company as the research object.
Chengdu R company is a professional production of agricultural and sideline pro
ducts enterprises in 2010, the company currently has 42 employees, with annual sales of
more than 30 million yuan. The company is mainly in agricultural production, the acqui
sition of raw materials roughing, the company shipped back to headquarters, according t
o customer requirements for the two way of processing and sales. Due to the various pro
duction processes of products mainly to hand, enterprise competition is the competition
of personnel management, good staff allocation, assessment, incentive is helpful to the d
evelopment of enterprises, to enable enterprises to obtain the maximum benefit.
The main contents of this paper include the following aspects: firstly, the present si
tuation and prospect of primary processing of agricultural products in this industry to do
the analysis; second, introduces the basic situation of R company and management the
status quo, analysis of the development of R company and in the development process s
hould pay attention to not only the expansion of business, personnel management has be
en the focus in the development of the company; then, according to the personnel mana
gement of the company has problems analysis, draw the conclusion: there are some defe
cts in the personnel allocation, assessment, incentive mechanism, and the prospects for t
he development of the company&39;s future is likely to influence; finally, a comprehensive
analysis of the personnel allocation, evaluation and incentive mechanism theory combin
ed with the company&39;s existing methods, the three aspects are put forward to improve th
e views, so as to establish a set of suitable for the development of the enterprise, the per
sonnel configuration, assessment, incentive system.
Through the improvement of personnel management system of the company,
improve labor productivity, so as to help enterprises to maintain customers and develop
new customers, for enterprises to greatly enhance profitability.
KEYWORS：staff management, resource allocation, evaluation, incentive mechanism目录
III
目录
第一章 前言. 1
1.1 研究背景..... 1
1.2 研究目的..... 2
1.3 研究内容..... 2
1.4 论文框架..... 4
1.5 研究方法..... 5
第二章 理论基础..... 7
2.1 人本管理的理论工具 ........ 7
2.1.1 人本管理的基本概念.......... 7
2.1.2 人本管理的要素...... 7
2.1.3 人本管理发展的四个阶段 . 7
2.1.4 人本管理的基本理念与内容 ......... 8
2.1.5 以人为本的管理模式分为四个阶段......... 9
2.2 人员配置的基本理论 ...... 10
2.2.1 人员配置的基本概念........ 10
2.2.2 人员配置的程序.... 10
2.2.3 人员配置的方法.... 11
2.3 人员考核的基本理论 ...... 12
2.3.1 人员考核的基本概念........ 12
2.3.2 人员考核的内容与结构 ... 12
2.3.3 人员考核的方法及程序 ... 12
2.3.4 人员考核的作用.... 13
2.4 人员激励的基本理论 ...... 13
2.4.1 人员激励机制的基本概念 ........... 13
2.4.2 人员激励机制的特点........ 13
2.4.3 人员激励机制的常用方法 ........... 13
2.4.4 人员激励机制的作用........ 14
第三章 成都 R 公司简介.. 15
3.1 成都 R 公司现状和发展 . 15
3.1.1 成都 R 公司基本情况....... 15目录
IV
3.1.2 成都 R 公司发展规划....... 16
3.2 成都 R 公司产品介绍 ..... 18
3.3 成都 R 公司组织机构介绍 ....
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