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论文编号：	11237
作者编号：	2320170363
上传时间：	2019/12/9 22:03:38
中文题目：	博琅公司人力资源柔性管理研究
英文题目：	Human Resource Flexibility Management Research of Braun Company
指导老师：	李建标
中文关键字：	中小型制造企业;人力资源;柔性管理
英文关键字：	Small and medium-sized manufacturing enterprises;Human Resource;Flexibility
中文摘要：	摘 要 随着经济的飞速发展和经济全球化的不断深入，消费者的需求越来越多样化，市场竞争越来越激烈，人力成本也逐年上涨。在复杂多变的经营环境中，企业如何才能在向顾客提供质量优、功能多、性价比高的产品的同时，将人力成本控制在适当的水平是很多中小型制造业企业所面临的关键性问题。 本文以中小型制造企业博琅公司为研究对象，博琅公司是德国集团在津投资的小型制造型企业，主要业务为提供汽车各部位的线束产品并服务于集团在亚洲和国内的客户，如大众、奔驰、宝马等主机厂。在我国鼓励研发电动汽车的政策下，汽车行业的竞争加剧，这对于行业中的中小型企业来说无疑是巨大的挑战。当汽车行业供应链上汽车零部件小型制造企业遇到降价潮时，更是雪上加霜。 中小型制造企业的成本主要由人工成本和原材料成本组成，原材料成本几乎是固定不变的，人工成本是可变的。每年，各地政府都会上调当地最低工资水平，以此来指导并保证了当地人民的生活水平。政府指导的最低工资水平的逐年提高势必造成了中小型企业人工成本的逐年上涨。人工成本的逐年提高就成为以降低成本为目标的中小型企业发展的阻碍。以博琅公司为例，由于外部市场竞争很激烈，客户连续三年要求博琅公司至少降价3%出售其产品。此外，博琅公司也面临着价格高于竞争对手而失去项目的风险。在政府指导下人工工资逐年上涨的今天，如何才可以做到在保证企业的效率能有所提高的同时又能保证企业中人工成本能保持在适当水平不变或降低呢？这是值得我们通过本论文去研究的人力资源的问题。 本文对博琅公司管理经营现状进行了分析，发现公司主要存在紧急小批量生产柔性不足、工作任务和工作编组安排不合理、员工外部协调功能不顺畅、淡旺季人力资源调节不足和员工人力资源技能单一等问题，经过理论分析、可行性和必要性分析，本文认为若从人力资源柔性管理这个职能柔性方面改进公司的人力资源管理，会使公司受益非浅，取得事半功倍的效果。 针对博琅公司所面临的问题，为了不断提高博琅公司员工的工作效率、节约成本，解决公司管理中存在的问题，本文对博琅公司人力资源柔性管理进行分析和研究，目的是解决人力资源管理中所遇到的问题，使企业在不断地市场竞争中保持稳固的地位，并给面临相似问题的其他中小型企业提供有指导和借鉴意义的人力资源管理方案。 本文主要由六个章节构成，主要内容和结构安排如下： 第一章，绪论。在提出博琅公司运营管理研究的背景与意义的基础上，强调了人力资源柔性管理的重要性，从而引出了本文的研究内容、研究方法和研究思路，并构建了研究框架图。 第二章，人力资源柔性管理的理论概况。该章节详细阐述了人力资源及人力资源柔性的相关理论，分析了人力资源柔性管理的理论基础。回顾了国内外人力资源柔性管理的相关研究。为博琅公司人力资源柔性管理的建立提供了理论来源。 第三章，博琅公司的管理现状。本章节简单介绍了博琅公司的管理现状，包括：公司简介、组织结构、岗位结构、生产工艺等，并详细介绍了博琅公司目前的生产管理状况，从公司的流程稳定性，人员的工作安排、工作任务的设置、员工协调功能、员工数量控制等方面进行了详细地介绍，并提出了生产运营管理中存在的问题。 第四章，博琅公司实行人力资源柔性管理的可行性和必要性分析。公司制度和流程的稳定性和持续性是前提条件，实行人力资源柔性管理的基本要求是采购部、生产部、人事部、设备部、质量部等各部门对其本职工作内容的保证，在他们本职工作范围内保证各部门工作流程的有序、顺畅的最佳工作效果。 第五章，博琅公司人力资源柔性管理解决方案和方案实施分析。针对第三章描述的管理问题，提出建立人力资源柔性管理方案。方案包含了制程（制度与流程）、工作编组与工作任务、员工的协调功能、员工的技能要求、员工的雇用数量五个维度，又将五个维度分成了内部柔性和外部柔性两部分的内容。本章总共提出十个人力资源柔性管理选项，为中小型制造企业提供了人力资源管理中的全方位的解决方案。并提出博琅公司人力资源柔性管理方案在实施过程中可能出现的困难和对困难的分析，以及对方案的预期效果进行了评价。 第六章，研究结论与展望。简单总结了博琅公司的问题、建立了人力资源柔性管理方案，并展望未来进一步分析柔性生产管理对企业利润、企业成本、盈利能力的影响等，从而从实证研究的角度对多层次人力资源管理模型的有效性、适用性进行充分论述和研究。 本文主要运用了理论分析法和实地研究法，通过回顾现有人力资源柔性的相关研究，并实地考察博琅公司的实际生产和管理情况，发现博琅公司存在的问题，并有针对性地从人力资源柔性管理的角度提出了改进方案，从公司制度和流程、工作编组和工作任务、员工协调功能、员工雇用数量和员工技能要求等多个维度设计了加强内外部柔性的方案，以期提高公司的生产效率、公司效益以及市场竞争力，促进公司的发展。此外，本文的研究结论对于中小型制造企业具有普遍规律性和广泛的适用性，对其他中小企业进行人力资源柔性管理有着指导和借鉴意义。 关键词：中小型制造企业；人力资源；柔性管理；
英文摘要：	Abstract With the rapid development of economy and globalization, the demand of consumers becomes more diversified, and the market competition becomes fierce, the labor cost is increasing yearly. In the complex and changeable business environment, how to provide high-quality, multi-functional and cost-effective products to customers and how to control the labor cost at an proper level, which are key problems met by many small and medium-sized manufacturing enterprises. This dissertation takes the small and medium-sized manufacturing enterprise Braun company as the research object. Braun company is a small scaled manufacturing enterprise invested by the German Braun group in Tianjin. Its main business is to provide wire harness products for automobiles and to serve the group's customers in Asia and China, such as Volkswagen, Mercedes Benz, BMW and other automobile companies. Under the local government policy of encouraging the research and development of electric vehicles, the competition in the automobile industry become more intense, which brings a huge challenge for small and medium-sized enterprises in this industry. The situation becomes worst when small-scaled manufacturing enterprises which in the supply chain met price slashing. The cost of small and medium-sized manufacturing enterprises is mainly composed of labor cost and raw material cost. The cost of raw material is almost fixed and the labor cost is variable. Each year, local government increases the local minimum wage to ensure the living standards of local people. The increase of the minimum wage guided by the government is bound to increase the labor cost of small and medium-sized enterprises year by year. The annual increase of labor cost has become an obstacle to the development of small and medium-sized enterprises which aim at reducing costs. Take Braun company as an example, due to the fierce competition in the external market, customers have asked Braun company to reduce the price of its products by 3 X 3% annual savings. In addition, the company is also faced with the risk of losing projects due to its higher price than its competitors. Under the guidance of the government, the labor wage is increasing yearly. How can we ensure that the efficiency of the enterprise can be improved while the labor cost in the enterprise can be maintained at an appropriate level or reduced? This is the problem of human resources that we should study through this dissertation. This dissertation analyzes the management status of Braun company, and finds that Braun company exists several management problems: such as insufficient flexibility for the urgent small lot production; work tasks and arrangements improperly, unsmooth external coordination function; human resources and its demands cannot match adequately in low and peak seasons; employees have only single skill. After the theoretical, feasible and necessary analysis, this dissertation expounds the Braun company will receive twice the result with half the effort if the company improves the management from the respect of the flexibility of human resource management. In view of Braun company’s problems, in order to improve the working efficiency, save costs and solve the problems existing in the management of Braun company, this research analyzes and studies the flexible management of human resources of Braun company, aiming to solve the problems existed in the management of human resources, so that the enterprise can keep a stable position in the continuous market competition. Human resources management solution brings guidance and reference for small and medium-sized manufacturing enterprises which have similar problems. This dissertation consists of six chapters, the main content and structure are as follows: The first chapter is the introduction. On the basis of putting forward the background and significance of the research on the operation management of Braun company, emphasizing the importance of flexible management of human resources, which leads to the research content, research methods and research ideas of this dissertation, and forms the research framework chart. The second chapter is about the theory of human resource flexible management. This chapter expounds in details about the human resources and the human resources flexibility related theory, analyzed the human resources flexibility management theory foundation. This dissertation reviews the research on human resource flexible management at home and abroad. It provides a theoretical source for the establishment of human resource flexible management in Braun company. The third chapter briefly introduces the current management situation of Braun company, including company profile, organizational structure, job structure, production process, etc., and introduces the current production management situation of Braun company in detail, including the process stability of the company, work arrangement of personnel, setting of work tasks, staff coordination function, staff quantity control, etc., putting forward to the existing problems from production operational management. The fourth chapter states the feasibility and necessity analysis of the implementation of human resources flexible management in Braun company. The prerequisite is from the stability and continuity of the company's system and process. Excellent work from the purchasing department, production department, personnel department, equipment department, quality department and other departments become the basic requirement of the implementation of flexible human resource management. The fifth chapter is the analysis of the solution and implementation of human resource flexible management in Braun company. In view of the management problems described in chapter three, this dissertation puts forward the establishment of human resource flexible management solution. The solution includes five dimensions: process (system and process), work organization and task, coordination function of employees, skill requirements of employees, number of employees employed, and divides the five dimensions into two parts: internal flexibility and external flexibility. In this chapter, ten flexible human resource management options are proposed, which provide a full range of human resource management solutions for small and medium-sized manufacturing enterprises. At the same time, it puts forward the possible difficulties in the implementation of the human resources flexible management plan of Braun company, analyzes the difficulties, and evaluates the expected effect of the plan. The sixth chapter is the conclusion and prospect. This dissertation briefly summarizes the problems of Braun company, establishes the flexible management plan of human resources, and looks forward to further analyzing the impact of flexible production management on the profits, costs and profitability of enterprises in the future, so as to fully discuss and study the effectiveness and applicability of the human resources management solution from the perspective of empirical research. This dissertation mainly uses the methods of theoretical analysis and on-site research. Finding Braun company exists several problems by reviewing the research on the flexibility of human resources and investigating the actual production and management of Braun company. The dissertation proposes an improvement plan from the perspective of flexibility of human resources, and designs internal and external flexibility model include company processes, work grouping and work tasks, employee coordination function, employee employment quantity and employee skill requirements. Implement the model in Braun company in order to improve the production efficiency, whole company's efficiency and market competitiveness, at the same time to promote the company’s development. In addition, the conclusions of this dissertation have general regularity and wide applicability for small and medium-sized manufacturing enterprises, and also have guiding and referential values for the flexibility of human resources in other small and medium-sized enterprises. Key Words: Small and medium-sized manufacturing enterprises; Human Resource；Flexibility
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