经过三十多年的改革开放，中国经济取得了长足的发展，国内企业的经营 规模不断扩大，涌现出一批居于世界五百强的公司，其中国有企业占有举足轻 重的地位。另一方面，随着经济全球化和企业完全市场化的不断推进，面对日 益激烈的市场竞争，许多国有企业却越来越显现出“大而不强”的弱点。究其 原因，除了世界经济步入转型期、世界经济失衡不断加剧、国内产品出口受阻 等外部因素，主要的内因在于企业的人力资源配置、开发、评价和激励等职能 无法有效地支持企业战略。而人力资源管理的相对滞后是造成上述情况发生， 导致企业竞争力不强的最主要因素。目前大多数的国有企业，仍然处于传统人 力资源管理阶段，人力资源管理体系缺乏与企业战略的有机结合，严重制约了 企业的可持续发展。面对历史的挑战以及现有的不足，如何建立行之有效的人 力资源管理体系，使企业不断获取并保持竞争优势，是大多数国企当前迫切需 要解决的重大课题。 战略人力资源管理体系是在企业总体框架下，以战略为导向，对人力资源 进行有效开发、合理配置、充分利用，达成企业战略目标的方法体系。战略人 力资源管理体系的建立，可以将人力资源管理目标同企业战略目标紧密联系在 一起，充分挖掘公司内部各生产要素潜力并使其效用最大化，有效支持企业战 略，使企业不断获取和保持的竞争优势，从而实现企业的可持续发展。 漳州片仔癀药业股份有限公司是国有控股医药类上市公司，国家科技部火 炬计划重点高新技术企业，福建省重点扶持骨干企业，中国中成药行业50强企 业，在传统中医药行业及大中型国有企业中具有一定的典型性和代表性。本文 拟从战略人力资源管理角度出发，以漳州片仔癀药业公司为研究对象，分析目 前国企人力资源管理所存在的问题，并提出相应的战略人力资源管理设计方案。 以实际案例分析，为国有企业建立战略人力资源管理体系提供借鉴与帮助。 关键词：战略人力资源管理 战略人力资源管理研究 漳州片仔癀药业 II Abstract China's economy has made considerable progress after more than thirty years of Chinese Economic Reform and open up. The scale of operation of domestic enterprises has been expanding, and a group of companies living in Fortune Global 500 have emerged. Among them, state-owned enterprises play an important role. On the other hand, with the economic globalization and the continuous marketization of enterprises, facing the increasingly fierce market competition, many state-owned enterprises are increasingly becoming "big but not strong". Investigate its reason in addition to the world economy has entered a transition period and the imbalance of the world economy growing，the main cause of forming lies in the allocation of human resources, development, evaluation and incentive functions of enterprise can not effectively support the enterprise strategy. And the relative lag of human resource management is the most important factor that leads to the competitiveness of enterprises. At present, most state-owned enterprises are still in the stage of traditional human resource management, and the human resource management system lacks the organic combination with the enterprise strategy, which seriously restricts the sustainable development of enterprises. In the face of the challenge of history and the existing deficiencies, how to establish effective human resources management system, to enable enterprises to obtain and maintain competitive advantage, is a major issue for most state-owned enterprises urgently need to be solved. Strategic human resource management system is a method system which takes strategy as the guidance, develops and makes rational allocation, makes full use of the human resource and achieves the enterprise strategic target under the overall strategy frame of the enterprise. With the establishment of strategic human resource management system, human resource management objectives can be closely linked with the strategic objectives of enterprises, fully tap the internal factors of production potential and its utility maximization, so that enterprises continue to obtain and maintain competitive advantage, in order to achieve sustainable development of III enterprises. Zhangzhou Pien Tze Huang Pharmaceutical Co., Ltd. is a state-owned pharmaceutical companies, a key high-tech enterprise of China Torch Program, Fujian province key support backbone enterprises, 50 enterprises Chinese patent medicine industry in China, it is typical and representative in the traditional Chinese medicine industry and the large and medium-sized state-owned enterprises. This thesis from the perspective of strategic human resource management in Zhangzhou Pien Tze Huang Pharmaceutical Co., Ltd. as the research object, analyzes the existing problems of human resource management of state-owned enterprises, and puts forward the design scheme of the corresponding strategic human resource management. Based on the actual case analysis, this thesis will provide reference and help for the establishment of strategic human resource management system in state-owned enterprises. Keywords: strategic human resource management research of strategic human resource management Zhangzhou Pien Tze Huang Pharmaceutical IV 目录 第1章 绪论 ............................................................................................................... 1 1.1 研究背景 ........................................................................................................... 1 1.2 研究意义 ........................................................................................................... 2 1.3 国内外研究综述 ............................................................................................... 2 1.3.1 国外研究现状 ............................................................................................ 2 1.3.2 国内研究现状 ............................................................................................ 5 1.4 研究思路和内容 ............................................................................................... 7 1.4.1 研究思路 .................................................................................................... 7 1.4.2 研究内容 .................................................................................................... 7 第2章 相关概念和理论概述 ................................................................................... 9 2.1 传统的人事管理的含义 ................................................................................... 9 2.2 战略人力资源管理的定义 ............................................................................... 9 2.3 战略人力资源管理与传统人事管理的区别 ................................................. 10 2.4 战略人力资源管理的四大核心职能 ............................................................. 11 2.5 战略人力资源管理运行系统的六大模块 ..................................................... 12 2.5.1 人力资源规划 .......................................................................................... 12 2.5.2 招聘与配置 .............................................................................................. 13 2.5.3 培训与开发 .............................................................................................. 13 2.5.4 绩效管理 .................................................................................................. 13 2.5.5 薪酬管理 .................................................................................................. 14 2.5.6 劳动关系管理 .......................................................................................... 14 2.6 战略人力资源管理系统的设计思路及传导途径 ......................................... 14 第3章 漳州片仔癀公司人力资源管理现状 ......................................................... 15 3.1 漳州片仔癀公司的发展概况 ......................................................................... 15 3.2 漳州漳州片仔癀药业公司公司的人力资源结构 ......................................... 17 3.2.1 人力资源结构及其评价 .......................................................................... 17 3.2.2 组织结构设置 .......................................................................................... 19 V 3.3 漳州片仔癀公司人力资源管理现状 ............................................................. 19 3.3.1 人力资源规划 .....................................