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论文编号：	13537
作者编号：	2320200335
上传时间：	2022/12/4 12:26:19
中文题目：	Z集团天津工厂蓝领员工柔性问题及其优化研究
英文题目：	The Optimization Study of Flexibility of Blue Collar in Tianjin Plant of Z Group
指导老师：	袁庆宏
中文关键字：	蓝领工人； 人力资源柔性；功能柔性；数量柔性； 替代与互补作用
英文关键字：	Blue collar; Human Resource Flexibility; Functional Flexibility; Quantitative Flexibility; Substitution and Complementary role
中文摘要：	在制造业不断提倡智能化的背景下，考虑到各企业的生产组织特点，自动化并不是一蹴而就的短暂过程，在复杂多变的经营环境中，为了提高与外部环境的适应能力，制造业企业需要发展组织柔性，不断拓宽、丰富以蓝领员工为载体的技术能力，还要考虑自身的生存能力与未来的发展空间。在变动的生存环境中，企业需要根据行业订单特征、供应链节点、需求与产能的关系，在利润、成本、效率等问题上持续做出选择。现实中很多制造业企业为了追求短期利润及发展，倾向于通过蓝领员工无节制地加班实现订单需求，而引起了一系列的质量问题与客户投诉。这些企业认为蓝领员工供大于求、缺乏对蓝领员工的培养与发展、忽视对蓝领员工的人性化管理，导致蓝领员工对公司的认同感降低、少有粘性，企业面临 “招聘难”、“流失快”、“挽留难”的局面。因此蓝领员工的人力资源柔性显得日益重要，人力资源柔性分为功能柔性与数量柔性，功能柔性表现工作扩大化和工作丰富化；数量柔性表现为内部保有的工时数量灵活性及外部雇佣劳动力的动态性，二者存在此消彼长的替代关系与依赖共生的互补关系。 本文在梳理相关文献基础上，通过文献研究法、调研访谈法与案例分析法，以Z集团天津工厂为案例企业，结合天津工厂的生产组织特点，分析蓝领员工的功能与数量柔性的问题，并对二者及其关系做了优化。在功能柔性方面：第一， 熟练化保有的技能，优化员工的知识、技能、能力（KSA）的管理，优化组织结构，强化功能柔性的基础。第二，在熟练行为基础上，鼓励多技能工培训、参与项目改善的活动，使员工技能多样化、工作扩大化、丰富化，加强功能柔性的主体地位。在数量柔性方面：探索内延外拓的人力资源组合，满足数量柔性需求：第一，运用灵活工时结构，提升内部数量柔性。第二，丰富蓝领员工雇佣渠道，提升外部数量柔性。最后，阐述了数量柔性与功能柔性在企业中的替代与互补关系。本优化方案对天津工厂适应客户多变的订单需求及复杂多变的经营环境起着实践指导意义，希望也能对其他中小企业起到借鉴作用。
英文摘要：	In the circumstance of artificial intelligence evolution in manufacturing industry, considering the character of production organization, artificial intelligence evolution is not a short-term process, in this complex and volatile business environment, the enterprises need owns and develop organizational flexibility, aiming to continuously broaden and enrich technical capability, which carried by blue collar, but also to consider their existing capability and future development with. In this complex and volatile business environment, enterprises need to make decision among the profit, the cost and efficiency in the process of upgrading and evolution of production technology according to the industry orders, role in supply chain, market demand and production capacity. In reality, in order to pursue short-term profits and development, many enterprises in the manufacturing industry tend to achieve order demand through uncontrolled overtime by blue collar, which has caused a series of quality issues and customer complaints. These enterprises seeing the blue collar’s supply over the demand, lacking of training and development for blue collar, and neglecting of humanized management to blue collar, resulting in blue collar’s lower identify to the company, lack of company stickiness, the enterprises have to face frequent recruitment, high turnover-rate, less retention. In the circumstances the flexibility in human resource of blue collar is increasingly prominent, which is defined as functional flexibility and quantitative flexibility, functional flexible shows with skill expansion and job enrichment. Quantitative flexibility manifests in flexibility of the number, including internally working hours flexibility and the dynamics flexibility of external employment. Two of functional flexibility and quantitative flexibility shows as a complementary relationship and the substitute symbiosis. Based on sorting out the relevant research literature, this thesis analyses the existing functions flexibility and quantitative flexibility of blue collar through the literature research method, research interview method and case analysis method, taking Tianjin factory of Z Group as the case company, optimize the functional flexibility, quantitative flexibility and the relationship between the two. In terms of functional flexibility: First, consolidate the retained skill on people, optimize the management for knowledge, skills and abilities (KSA) of blue collar, optimize the organizational structure, and strengthen the foundation of functional flexibility. Second, on the basis of owned skill, encourage multi-skilled worker participate training and project improvement activity, with the aim of diversifying employees' skills, expanding and enriching their job, and strengthening the dominant role of functional flexibility. In terms of quantitative flexibility, there are two main aspects to explore the combination of internal extension and external expansion to meet the demand for quantitative flexibility: First, the use of flexible working hour system to improve internal quantitative flexibility. Second, enrich the employment channels of blue collar, improve the flexibility of external quantitative, the substitution and complementary relationship between quantitative flexibility and functional flexibility in enterprises is expounded. This optimization plan plays a practical and significant guidance for Tianjin factory to adapt to customers' order demand and complex and volatile business environment and hopes to provide a reference for other small and medium-sized enterprises as well.
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