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论文编号：	11990
作者编号：	2320170729
上传时间：	2020/12/9 9:45:47
中文题目：	FST公司人力资源问题与改进策略研究
英文题目：	Research on human resource problems improvement strategies of FST company
指导老师：	吕峰
中文关键字：	人力资源计划；水泥错峰生产；制造业数字化升级；绩效管理计划
英文关键字：	Human resource planning；peak shifting cement production；digital upgrading of manufacturing industry；performance management plan
中文摘要：	改革开放以来，凭借劳动力优势，中国制造业从“一张白纸”成长为全球第一的制造业大国。经济的快速增长拉动了劳动力成本增长，与此同时我国制造业进入了由大到强的新阶段。众多企业开始将企业成本压力转化为创新动力，沿着制造业高端化、信息化、智能化的新方向不断探索创新，新产品、新模式、新业态不断涌现，制造业增长的新动能正在形成。 在水泥和相关设备的制造业领域，近年来随着国内水泥业错峰生产计划的政策推广，基建速度放缓，地产市场的降温以及外贸形势的变化，使得水泥业以及相关设备的制造业企业都进入以集中化产能为主的产业调整期。同时，我们的产业调整期撞上了欧美的制造业回归期，让相关领域企业的处境雪上加霜。 相较于其他制造领域，我国机械设备制造业起步最早，更加遵循传统。数字化制造的转型难度更加艰巨。影响企业转型的最大难点并不是技术，而是企业内部的管理方式过于落后。本文以FST公司作为研究对象，分析传统设备制造业企业管理上的种种弊端。以人力资源管理的角度来分析企业在转型期的管理建设和风险管理。FST公司作为国内水泥设备制造的领军企业，在水泥行业调整期内遭遇外部环境突变和疫情等不可抗力的影响。本文通过PEST模型分析环境，通过波特五力模型分析竞争能力。利用SWOT模型以企业的优势劣势以及环境的变化来分析企业战略规划的调整方向。本文利用差序格局理论分析讨论企业内的“亲信员工”和“关键员工”。本文利用以上的分析结果来研究在这些不利因素的综合影响下，企业战略规划的调整，以及相对应的人力资源计划的调整方法。 人力资源管理的建设是企业管理中最重要的环节，本文通过对FST公司人力资源管理的计划与实施进行调整，来研究传统制造业企业的人力资源管理对企业改善的方式方法。
英文摘要：	Over the years, with the advantage of labor force, China's manufacturing industry has grown from "a piece of white paper" to the world's largest manufacturing country. At the same time, China's manufacturing industry has entered a new stage from large to strong. Many enterprises begin to transform the pressure of enterprise cost into innovation power, and constantly explore and innovate along the new direction of high-end, informatization and intelligence of manufacturing industry, and new products, new models and new formats are constantly emerging. New momentum for manufacturing growth is taking shape. In the field of cement and related equipment manufacturing industry, in recent years, with the policy promotion of staggered peak production plan in domestic cement industry, the slowing down of infrastructure construction speed, the cooling down of real estate market and the change of foreign trade situation, the cement industry and related equipment manufacturing enterprises have entered the industrial adjustment period with centralized production capacity as the main factor. At the same time, our industrial adjustment period has hit the return period of manufacturing industry in Europe and the United States, making the situation of enterprises in related fields even worse. Compared with other manufacturing fields, China's mechanical equipment manufacturing industry started the earliest and followed the tradition more. The transformation of digital manufacturing is more difficult. The most difficult point that affects the transformation of enterprises is not technology, but the management mode inside the enterprise is too backward. In this paper, FST company is taken as the research object to analyze the disadvantages of traditional equipment manufacturing enterprise management. From the perspective of human resource management, this paper analyzes the management construction and risk management of enterprises in the transformation period. As the leading enterprise of domestic cement equipment manufacturing, FST company encountered the influence of external environment mutation and epidemic situation during the adjustment period of cement industry. In this paper, PEST model is used to analyze the environment, and Porter's five forces model is used to analyze the competitiveness. SWOT model is used to analyze the adjustment direction of enterprise strategic planning based on the advantages and disadvantages of enterprises and the changes of environment. This paper uses Fei Xiaotong theory to analyze and discuss the "trusted employees" and "key employees" in enterprises. This paper uses the above analysis results to study the adjustment of enterprise strategic planning and the corresponding adjustment method of human resource plan under the comprehensive influence of these unfavorable factors. The construction of human resource management is the most important link in enterprise management. This paper studies the methods of improving the human resource management of traditional manufacturing enterprises by adjusting the plan and implementation of human resource management of FST company.
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