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论文编号：	11154
作者编号：	2220160716
上传时间：	2019/12/7 21:18:04
中文题目：	复杂动态时代下 日本在华企业人力资源管理改进研究 ——以日本B集团中国公司为例
英文题目：	Research on human resource management improvement of Japanese-funded enterprises in China Under the VUCA era ——Take B company as an example
指导老师：	杨斌 教授
中文关键字：	复杂动态时代；日资企业；日本集团公司在华企业；人力资源管理改进
英文关键字：	VUCA era；Japan-found enterprise；Japanese Group Company in China；Human Resource Management Reform
中文摘要：	当下我们生活在一个复杂动态时代，特别是中国，作为世界第二大经济体，越来越让人感到处于不同于以往任何时代的一种经济形态当中。靠物质资本与经济规模竞争的模式已成为过去，长期繁荣、高增长、低通胀、低失业率是这个时代的标签。在这种高速发展的经济形态中，对于人才的定义产生了变化，人才的重要性也越发彰显，掌管人才的人力资源管理体系水平也在不断提升。区别于工业经济时代，技术为最重要的主体，复杂动态时代下，掌握技术的人才，拥有技术和改进能力的人才成为时代发展的主角，如何更好地赋能这些人才，如何使人才和企业共同成长，是人力资源管理的重要课题，也是企业不断发展进化的战略目标和要求。所有的战略和策略都是紧随这一思路在进行中的。 日本企业在二战后有着成功的发展经验，其人力资源管理体系从人事管理到人力资源管理再到战略性人力资源管理的整个演变过程，在企业发展的过程当中起到了重大的推动作用，并且成为二十世纪八十年代初日本企业纷纷在华设立分支机构时能够吸引众多优质人才的重要因素。但是随时时代的发展，特别是复杂动态时代的到来，中国与日本的经济环境差异化越来越大，在华日资企业在沿用日本总公司的人力资源管理相关制度和政策时遇到了巨大的挑战。本文结合当前中国经济发展状况，提出复杂动态时代下在华日资企业人力资源应采取“以人为本”的管理策略，并进一步分析人力资源管理策略在具体实施过程中所应有的战略高度和重要因素，对企业管理如何顺应时代进行了深入探讨，为日资企业改进提供理论依据。 日本B集团作为一家有着百年发展历史的企业，历经多次改进，其中国公司已在华成立14年。作者通过理论研究的指导，对现有情况的产生背景以及改进的必要性和可行性进行了分析，同时结合自身的一系列管理实践来论证优秀的企业必须通过提升人力资源管理水平，加大人才发展投入，推动企业改进。另外总结了未来企业仍须提升和完善的部分，明确下一步的努力方向，为实际运作提供指导建议。
英文摘要：	At present， we live in a volatility， uncertainty， complexity， ambiguity era，we call it VUCA era shortly. China， as the second largest economy in the world， is more and more deeply felt in an economic form different from the past. The mode of competition between material capital and economic scale has become the past. Long-term prosperity， high growth， low inflation and low unemployment rate are the criteria of this era. Sign. In this rapid economic development， the definition of talent has improved， the importance of talent has become more and more important， and the level of human resources management system in charge of talent is also constantly improving. Different from the industrial economy era， technology is the most important subject. In the VUCA era， the talents who master technology and have the ability of technology and improvement become the main body of the development of the times. How to better empower these talents， if the talents and enterprises grow together， is an important topic of human resources management， and is also the strategic goal and requirement of the continuous development and evolution of enterprises. All strategic strategies are changing along with this line of thinking. Japanese enterprises have successful development experience after the war. The evolution process of human resources management from personnel management to human resources management to strategic human resources management plays an important role in the development of enterprises. In the early 1980s， when Japanese enterprises set up companies in China， they became an important factor to attract many talents， but at any time in the times. The development， especially in the VUCA era， has brought about significant differences in the economic environment between China and Japan. Japanese-funded enterprises in China are facing great challenges when they follow the relevant human resources management systems and policies of the Japanese head office. Based on the current situation of China's economic development， this paper puts forward that the human resources of enterprises in China should adopt the "people-oriented" management strategy in the era of VUCA ear， and further analyses the strategic position and important factors that must be paid attention to in the specific operation of human resources management strategy， which provides a theoretical basis for enterprise reform and makes a thorough discussion for enterprise management to adapt to the times. As an enterprise with a history of 100 years， Japanese B Group has undergone many improvements， including the establishment of Chinese companies in China for 14 years. Tough the guidance of theoretical research， the author deepens the analysis of the background and the necessity and feasibility of the current situation， and demonstrates it with a series of management practices. Excellent enterprises must enhance the level of human resources management， increase investment in talent development， and promote the transformation of enterprises. At the same time， the author summarizes the parts that need to be improved and improved in future enterprises， and makes clear the following. The direction of one-step efforts is of guiding significance to the actual operation.
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