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论文编号：	14960
作者编号：	2320224092
上传时间：	2024/12/6 23:44:19
中文题目：	A集团人力资源管理三支柱转型问题研究
英文题目：	Research on A Group’s Human Resources Three Pillars Transformation Problems
指导老师：	王健友
中文关键字：	人力资源管理；人力资源管理“三支柱模型”；转型升级
英文关键字：	Human resource management; Three-pillar model of human resource management; Transformation and upgrading
中文摘要：	在经济社会不断发展的今天，人力资源的重要性愈发凸显。作为组织的核心资产，人力资源不仅是企业成功的关键因素，也是推动整个经济体系的引擎。人力资源管理不仅仅涉及员工的招聘、培训和福利，更关系到组织文化的塑造、员工潜力的激发以及整体绩效的提升。在竞争激烈的市场中，拥有高效、创新和满足员工需求的人力资源管理体系不仅有助于企业吸引和留住优秀人才，还能够提高生产力、创造更高的价值，从而实现业务的可持续增长。因此，具有前瞻性的人力资源战略对于企业在当今变幻莫测的商业环境中取得成功至关重要。 伴随着新能源、智能驾驶、数字化制造等领域的快速发展，汽车零部件制造行业迎来了前所未有的机遇和挑战。作为行业头部生产厂商的A集团，在全球市场中面临着保持竞争力的巨大压力。随着外部环境的迅速变化，A集团中国区现有的传统职能式人力资源管理模式，难以有效应对组织对人才管理、业务支持和灵活性的新需求。基于此，本文通过文献研究法、问卷调查法，梳理并分析了A集团中国区人力资源管理的现状，揭示了其在人才流动、知识共享、战略支持、人员配置以及事务处理等方面的诸多问题。 为了解决上述问题并支持A集团中国区在智能驾驶、数字化制造等新兴领域的进一步发展，本文基于人力资源管理三支柱模型和组织变革理论，提出了A集团中国区人力资源管理三支柱转型的方案，通过建立人力资源专家中心以制定战略性人力资源规划，建立人力资源共享服务中心以处理日常事务性工作，建立人力资源业务伙伴以加强人力资源部与业务部门的协作。该方案不仅能提升A集团中国区的组织效率和市场竞争力，同时也验证了三支柱模型在支持企业战略和业务发展方面的重要性。
英文摘要：	The importance of human resources has become more and more prominent in today's ever-evolving economy and society. As the core asset of an organization, human resources are not only a key factor in the success of an enterprise, but also the engine that drives the entire economic system. Human resource management is not only about recruiting, training and welfare of employees, but also a key strategy for shaping the organizational culture, stimulating the potential of employees, improving overall performance. In a competitive marketplace, an efficient, innovative, responsive HRM system not only helps companies attract and retain the best talent, but also improves productivity, creates higher value and leads to sustainable business growth. Therefore, a forward-looking HR strategy is crucial for organizations to succeed in today's unpredictable business environment. Along with the rapid development of new energy, intelligent driving, digital manufacturing and other emerging fields, the auto parts manufacturing industry has seen unprecedented opportunities and challenges. As a head producer in the industry, Group A is under great pressure to remain competitive in the global market. With the rapid changes in the external environment, the existing traditional functional human resource management model of Group A China is difficult to effectively respond to the organization's new needs for talent management, business support and flexibility. Based on this, this thesis compiles and analyzes the current situation of HRM in Group A China through literature research and questionnaire survey, revealing many problems in the areas of talent mobility, knowledge sharing, strategic support, staffing, and transaction processing. This thesis takes human resource management of Group A as the research object, based on the literature study, through the questionnaire survey, combined with the combing and analysis of the personnel, organization and functions of the human resource department of Group A, it is found that there are many problems in the human resource management of Group A. For example, talent mobility within the Group is limited, knowledge sharing is “siloed”, the HR department is relatively weak in strategic planning and overall functions, staffing is unbalanced, human resource management is disconnected from the business, human resources employees are caught in the “operational loop”, and the efficiency of transactional work is low. In order to solve these problems and support Group A China's further development in the fields such as intelligent driving and digital manufacturing, this thesis proposes a three-pillar transformation plan for Group A's HRM based on the three-pillar model of HRM and the theory of organizational change, by establishing a HR Center of Expertise (COE) to develop strategic HR planning, a HR Shared Service Center (SSC) to handle daily transactional work, and a HR Business Partner (HRBP) to strengthen collaboration between HR and business units. The solution not only enhances Group A China's organizational efficiency and market competitiveness, but also validates the importance of the three-pillar model in supporting corporate strategy and business development.
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