摘要 近年来，随着国有企业改革的加快，集团层面兼并重组、同质化业务整合 和行业龙头企业领导下的行业整合出现。为了进一步促进战略性新兴产业的快 速发展，中国铁建股份有限公司对集团内部分子公司进行了机构改革，并对同 类资源进行了重组整合。ZG公司和ZB公司是中国铁建股份有限公司的两家全资 子公司，它们的整合是扩大产业规模、增强资源整合的集中度、优化国有资本 的布局和资源得到有效配置的积极举措。公司的重组需要采取一系列的整合措 施，而人力资源整合作为重组工作能否取得成功的关键因素，在重组的过程中 起着至关重要的作用。 本文基于企业重组和人力资源整合的相关理论，运用文献研究、案例研究 等研究方法，从人力资源角度分析了ZG公司和ZB公司在重组后的人力资源整 合中面临的问题。主要从有效整合管理模式的建立、人力资源整合团队的搭建、 组织结构的优化、制度流程的规范、薪酬体系的整合、核心员工的保留和企业 文化的融合等方面，提出了特定的整合策略。通过本文的研究，将重组后对人 力资源整合的研究主题提升到更为深入的研究方向，对于同类企业的人力资源 整合也具有参考作用。 关键词：企业重组；人力资源；人力资源整合 Abstract Abstract In recent years, the pace of reform of state-owned enterprises has accelerated, mergers and acquisitions at the group level, integration of homogenization business and industry integration under the leadership of industry leading enterprises have emerged. In order to further promote the rapid development of strategic emerging industries, China Railway Construction Co., Ltd. carried out institutional reforms for the group's internal molecular companies, and reorganized and integrated similar resources. ZG and ZB are two wholly-owned subsidiaries of China Railway Construction Co., Ltd. Their integration is a positive move to comprehensively improve the transformation capability of the equipment manufacturing industry, expand the scale of emerging industrial clusters, and achieve sustainable development. In the process of corporate restructuring, a series of integration measures are needed, and human resource integration is the key to the success of the restructuring work. Based on the relevant theories of enterprise reorganization and human resource integration, this paper analyzes the problems faced by ZG and ZB in the human resource integration after reorganization from the perspective of human resources through literature research, case study and other research methods. This paper proposes specific integration strategies from the following aspects: the establishment of effective integration management mode, the establishment of human resources integration team, the optimization of organizational structure, the standardization of system process, the integration of compensation system, the retention of core employees and the integration of corporate culture. Through the research of this paper, the research topic of human resource integration after reorganization is promoted to a more in-depth research direction, which also has a reference role for the human resource integration of similar enterprises. Key Words: Corporate restructuring; human resources; human resource integration 目录 III 目录 第一章绪论 ............................................................................................. 1 第一节研究背景..................................................................................................... 1 第二节研究意义..................................................................................................... 1 第三节国内外研究现状......................................................................................... 2 一、国外研究现状 .................................................................................................................. 2 二、国内研究现状 .................................................................................................................. 4 第四节研究内容和研究方法................................................................................. 6 一、研究内容 .......................................................................................................................... 6 二、研究方法 .......................................................................................................................... 6 第五节论文的创新和不足..................................................................................... 7 一、创新之处 .......................................................................................................................... 7 二、不足之处 .......................................................................................................................... 7 第二章相关理论 ..................................................................................... 8 第一节企业重组的内涵及动因理论..................................................................... 8 一、企业重组的内涵 .............................................................................................................. 8 二、企业重组的动因理论 ...................................................................................................... 9 第二节人力资源整合的概念............................................................................... 10 一、人力资源整合的内涵 .................................................................................................... 10 二、人力资源整合的理论依据 ............................................................................................ 10 第三章新ZG公司重组方案简介 ......................................................... 13 第一节重组前两家单位的基本情况介绍........................................................... 13 一、重组前ZB公司简介 ...................................................................................................... 13 二、重组前ZG公司简介 ...................................................................................................... 14 第二节新ZG公司重组方案及重组后的公司定位 ............................................ 15 第四章ZB公司重组后人力资源现状及问题分析 .............................. 16 目录 IV 第一节ZB公司重组后人力资源的现状 ............................................................ 16 一、重组后ZB公司的组织结构 .......................................................................................... 16 二、重组后ZB公司的人力资源现状 .................................................................................. 16 第二节ZB公司重组存在的问题及原因分析 .................................................... 18 一、重组后ZB公司人力资源整合中存在的主要问题 ...................................................... 18 二、重组后ZB公司人力资源整合中存在问题的原因分析 .............................................. 20 第五章重组后ZB公司人力资源整合问题的解决对策 ....................... 23 第一节建立有效的整合管理模式....................................................................... 23 一、成立人力资源整合项目小组 ........................................................................................ 23 二、建立有效的沟通渠道 .................................................................................................... 23 三、进行人力资源整合的战略规划 .................................................................................... 25 第二节建立有效的核心员工保留机制............................................................... 26 一、关键员工能力评价 ........................................................................................................ 26 二、实行中层岗位全面竞聘上岗 ........................................................................................ 27 三、核心员工的筛选与留用 ................................................................................................ 29 四、建立有效的绩效激励机制 ............................................................................................ 31 五、冗员安置 ........................................................................................................................ 32 第三节优化组织结构和规范制度流程............................................................... 33 一、构建新的领导机构 ....................