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论文编号：	11119
作者编号：	2220160757
上传时间：	2019/12/7 9:51:06
中文题目：	多元化经营背景下集团人力资源管控体系研究——以XD集团为例
英文题目：	Study on Human Resource Management and Control System of XD Group under the Background of Diversified Business
指导老师：	袁庆宏
中文关键字：	集团公司；人力资源管控；管控模式；多元化经营
英文关键字：	Group company；Human resource management and control；Control mode；Diversified business
中文摘要：	在现代化企业集团化经营的趋势下，多元化经营的趋势也进一步呈现，企业竞争加剧导致现代企业的集团化经营的组织形式诞生，对于多元化经营的企业来说，需要重视人力资源，多元化发展不仅需要大量的高层管理人员和技术人才，也需要完善的人力资源体系发挥多元化经营的最大价值。因此人力资源管控对企业集团的整体管控就显得尤为重要，如何在集团化组织中强化集团核心竞争力，加强各个产业和分子公司的战略系统关系，是学术界和实践界需要解决的共同课题。 本文在利用国内外集团人力资源管控模式研究结果的基础上，以XD集团为案例研究对象，对多元化背景下XD集团人力资源管控进行案例研究。本文的研究内容主要有：一是首先梳理、阐述人力资源管控理论研究成果，分析诊断XD集团人力资源管控现状与问题；二是结合自身集团人力资源总监的实务管理经验，提出集团人力资源管控实践解决方案；三是设计的集团人力资源管控体系的落地，提出实际落地方案和保障措施。 通过本文的案例研究，得出以下主要研究结论： 第一，XD集团人力资源管控总体上存在较多问题，人力资源管控沟通效率低、集团人力资源管控角色缺失、分子公司成长速度缓慢与集团人力资源管控模式单一。对XD集团人力资源管控的SWOT矩阵分析，目前XD集团人力资源管控以直管型为主，辅之以监管型，相对集权的管理方式在一定程度上会限制分公司人力资源管理方面的自主性和创新性，同时也不利于多元化经营中公司人力资源的绩效考核与激励，不区分不同业务类型、业务发展战略与阶段，均采用同一种人力资源管控模式，不利于企业多元化经营中的可持续发展。 第二，XD集团在构建人力资源管控体系时，需要做好顶层设计与框架安排，按照战略支持性、管控匹配性、节奏渐进性原则，对集团人力资源中心实施职能转型，职能定位为政策中心、管理中心、服务中心，建立三级组织管理架构。在人力资源管控模式的选择上，结合集团成员公司企业战略、发展战略、文化因素、股权因素、外部环境因素、集团管控因素等情况，为各成员公司选择差异化集团人力资源管控模式。 第三，对于集团人力资源体系的具体内容，包含职位体系管控、薪酬体系管控、绩效体系管控与人才培养管控，各个部分内容按照不同的人力资源管控模式选择相匹配的体系管控内容，建立多层次的薪酬管理与绩效管理体系。 第四，为了XD集团人力资源管控建设的实施，需要建立适应集团人力资源管理的组织体系，按照“紧急制度优先，次要制度逐步部署”的原则渐进式完成人力资源制度体系建设，根据专业胜任能力进行人力资源匹配。深度协同人力资源各个模块的业务，建设人力资源信息共享的信息平台，从而保障人力资源管控体系的落地。 关键词：集团公司；人力资源管控；管控模式；多元化经营
英文摘要：	Under the trend of modern enterprise group management, the trend of diversified operation is further presented. The intensification of enterprise competition has led to the birth of the organizational form of modern enterprise group management. For diversified enterprises, it is necessary to attach importance to human resources and diversify. Development requires not only a large number of senior management and technical talents, but also a perfect human resources system to maximize the value of diversification. Therefore, human resource management and control is particularly important for the overall control of enterprise groups. How to strengthen the core competitiveness of the group in the group organization and strengthen the strategic system relationship between various industries and molecular companies is a common issue that needs to be solved in the academic and practical circles. Based on the research results of the human resources management and control model of domestic and foreign groups, this paper takes XD Group as the case study and conducts a case study on the human resources management and control of XD Group under the diversified background. The main contents of this paper are as follows: Firstly, combing and expounding the research results of human resources management and control theory, the paper analyzes and diagnose the problems of human resources management. Secondly, combined with the practical management experience of the human resources director of the group, the solution is proposed in a targeted and systematic manner. This solution has strong practical significance, and it is hoped to design a theoretical system practice plan. The third is to design the group manpower. The implementation of the resource management and control system, the actual landing plan and safeguard measures. The paper provides an optimized direction for the human resources management and control of group enterprises. Through the case study of this paper, the following main research conclusions are drawn: Firstly, there are many problems in the human resources managementof XD Group. The efficiency of human resource management and control is low, the role of the Group's human resources management and control is not functioning, the growth of the company is slow, and the Group's human resources management and control mode is single. Through the SWOT matrix analysis of XD Group's human resources management and control, the current XD Group's human resources management and control is mainly based on direct management, supplemented by supervision, and the centralized management method will limit the autonomy and innovation of the branch's human resources management..It is also not conducive to the performance evaluation and incentives of the company's human resources in diversified operations, regardless of different business types, business development strategies and stages, the company only adopts the same human resource management and control model, which is not conducive to corporate diversification sustainable development. Secondly, constructing the human resources management and control system needs to do a top-level design and make a framework arrangement.we should transform the implement of the Group's human resources center according to the principles of strategic support, management and control, and gradual rhythm. The function is positioned as a policy center, a management center and a service center, establishing a three-level organizational management structure. In the choice of human resources management and control mode, combined with the corporate strategy, development strategy, cultural factors, equity factors, external environmental factors, group management and control factors of the member companies, the member companies are selected to differentiate the group's human resources management and control model. Thirdly, the Group's human resources system includes the position system management, compensation system management, performance system management and personnel training control.Each part of the content according to different human resources management and control mode will select matching system control content, establish multiple levels Compensation management and performance management system. Fourthly, in order to implement the human resources management and control of XD Group, it is necessary to establish an organizational system according to the principle of “emergency system priority, secondary system gradual deployment”, the human resource system needs to be gradually completed to match the resources professionally competent personnel. By coordinating the business of each module of human resources, we will achieve deep coordination and build an information platform for human resources information sharing. The human resources management and control system will be guaranteed. Key words: Group company；Human resource management and control；Control mode；Diversified business
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