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论文编号：	13850
作者编号：	2320200585
上传时间：	2023/6/1 10:38:17
中文题目：	Y集团人力资源管控优化研究
英文题目：	Research on the Optimization of Human Resource Management and Control in Y Group
指导老师：	王健友
中文关键字：	Y集团;集团管控;战略管控;人力资源管控
英文关键字：	Y Group;Group Control;Strategic Control;Human Resources Control
中文摘要：	在复杂多变的市场环境中，企业面临的竞争和风险日益增加，企业对核心竞争力的需求和重视与日俱增，企业集团化、多元化成为可以提高竞争力和抗风险力的方式。但是在实际业务中，集团管控比单一企业的统筹管理难度要多许多，其管控模式的选择决定了集团公司和各分公司之间的授权程度，例如怎么处理集团和分公司之间的管理体系，如何进行资源的分配，如何把握集权和分权之间的度，如何构建系统完善的人力资源管理体系等，这些归纳起来都是要解决公司集团化管控实践的问题。人力资源管理是集团公司重要职能之一，在集团管控的实践中发挥着重要作用，探索人力资源管控如何支持集团管控模式的实现具有重要的实践意义。 本文以Y集团为研究对象，探讨了如何通过优化人力资源管控模式去完成集团既定的战略管控，让集团化企业与下属公司之间的战略目标达成一致，加速集团化企业的经济效益的增长，搭建出与集团战略管控相匹配的人力资源管控体系。在此基础上，论文通过实际调查了解Y集团战略管控的现状以及各下属公司人力资管理的情况，结合实际调查和案例对比找到问题所在并分析原因，以战略人力资源价值链模型为指导框架，遵循集团人力资源管控的目标和原则，通过战略、流程，人员、机制四个部分的有序结合，从组织体系建设、权责划分、人员管控、机制构建四个方面同步优化，形成了人力资源管理的结构闭环。为保障Y集团人力资源管理优化策略地有效实施，对公司战略规划、人力资源战略地位保障、组织保障、信息共享平台保障等方面提出了建设性要求，促进人力资源管控可以更好的支持集团战略管控的执行落地，推进集团战略目标的达成，最大效度的发挥出集团公司在实施战略型管控模式下分公司运营效率和灵活性，同时确保集团整体战略的实施和一致性。 本文结合Y集团的实践案例进行了深入分析，根据各分公司发展情况因地制宜的设计了适合Y集团现阶段发展的人力资源管控优化方案，对遇到相同问题的同类型集团企业具有一定的参考价值和实践意义，也希望未来看到更多结合特定类型的集团公司开展的具有更高实践指导意义的人力资源管控研究。
英文摘要：	In a complex and ever-changing market environment, businesses face increasing competition and risks. The demand for and importance of core competitiveness are growing. Business conglomerates and diversification have become ways to enhance competitiveness and resilience. However, in practical operations, group control is much more challenging than centralized management of a single enterprise. The choice of control model determines the degree of authorization between the group company and its subsidiaries, such as how to handle the management systems between the group and subsidiaries, how to allocate resources, how to balance centralized and decentralized power, and how to build a comprehensive human resources management system. All these aspects need to be addressed in the practice of corporate group control. Human resources management is one of the crucial functions of a group company and plays an important role in group control. Exploring how human resources management supports the implementation of group control models is of significant practical significance. This thesis takes Y Group as the research object and explores how to achieve the established strategic control of the group by optimizing the human resources control model. It aims to align the strategic goals between the group enterprise and its subsidiaries, accelerate the growth of economic benefits in the group enterprise, and establish a human resources control system that aligns with the group's strategic control. Based on this, the thesis conducts an actual investigation to understand the current status of Y Group's strategic control and the human resources management of its subsidiaries. It identifies and analyzes problems through practical investigations and case comparisons, using the strategic human resources value chain model as a guiding framework. Following the goals and principles of group human resources control, the thesis optimizes the organizational system, power and responsibility allocation, personnel control, and mechanism construction in a coordinated manner, forming a closed-loop structure of human resources management. To ensure the effective implementation of Y Group's human resources management optimization strategy, constructive requirements are proposed for strategic planning, the strategic position of human resources, organizational support, and information sharing platforms. This promotes better support from human resources control for group strategic control implementation, advances the achievement of group strategic goals, and maximizes the operational efficiency and flexibility of subsidiaries under the strategic control model, while ensuring the implementation and consistency of the overall group strategy. This thesis provides in-depth analysis based on the practical case of Y Group and designs human resources control optimization plans tailored to the development of its subsidiaries, which have reference value and practical significance for similar types of group enterprises facing similar problems. It is also hoped that more research on human resources control, with higher practical guidance, can be conducted in the future, focusing on specific types of group companies.
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