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论文编号：	3185
作者编号：	2120082638
上传时间：	2011/6/3 14:43:22
中文题目：	S商业地产公司的战略性人力资源管理研究
英文题目：	The Study of S Commercial Real Estate Company''s Strategic Human Resource Management
指导老师：	袁庆宏
中文关键字：	战略管理 人力资源 商业地产企业 房地产 股份制企业
英文关键字：	strategic management human resources
中文摘要：	摘 要 随着我国社会主义市场经济建设的快速发展和城市化进程的推进，商业地产企业作为房地产行业内一类新兴企业群体得到了迅猛的发展。商业地产企业具有地产、零售和服务业的多重特点，在促进经济增长、拉动产业发展、增加就业机会和政府税收等方面起着重要的作用，并与城市建设和人民生活息息相关。商业地产企业在社会经济中占据了重要地位，并将发挥着越来越大的影响。然而，面对环境的改变和竞争的加剧，大多商业地产企业现有的人力资源及其管理方式已经不能满足企业战略发展的需要，甚至成为制约企业长远发展的瓶颈问题。所以对商业地产企业进行相应的人力资源战略性管理研究就显得非常重要。 本文研究商业地产企业的战略性人力资源管理，并以S市S商业地产公司作为研究对象，探讨当前宏观环境形势下商业地产企业的战略性人力资源规划与管理。S商业地产公司以综合性的商业地产开发及经营商为战略转型目标。与此相适应，S商业地产公司努力改变被动、传统的人事管理模式，逐步建立人力资源预测、规划、培训、开发、激励、考核和评估的科学完整体系。 面临新的外部环境，根据自身的条件，S商业地产公司着手制定及实施以人才引进战略规划、员工管理战略规划和员工发展战略规划为框架的战略性人力资源管理规划方案，同时，改变现有的人力资源管理模式，建立灵活的薪酬管理体制，完善绩效管理体系，营造良好的企业文化氛围。通过战略性人力资源管理规划，为企业战略发展打造一支高绩效、稳定性强的管理团队，藉此获得未来发展所需的组织核心能力。 虽然S商业地产公司在人力资源战略规划和管理的实施上还存在一些限制；但是，探讨新形势下的S公司的战略性人力资源管理问题对其他商业地产企业甚至是房地产企业仍然具有一定的实际意义。
英文摘要：	Abstract With rapid development and urbanization process of China's socialist market economy moving forward, the commercial real estate business as a new member within the real estate industry has been rapidly growing up. The commercial real estate companies feature multiply as real estate, retail and service businesses, playing important roles in promoting economic growth, stimulating industrial developments, adding employment opportunities and increasing government taxes, even connecting closely to the urban construction and people's lives. The commercial real estate companies will be showing more impressive abilities as a predominant influence in the social economies. However, facing situation changes and competition intensification, rather than meet the needs of corporate strategy development, the existing human resources and management means in most of the commercial real estate companies become bottlenecks restricting long-term developments. Therefore, we have to focus on studying strategic management of human resources within the commercial real estate business. In this paper, taking S commercial real estate company in S City as a research object , we aims at shedding light on strategic human resource management within commercial real estate enterprise under current macro-environment situation. S commercial real estate company is targeting to upgrade itself to an integrated commercial real estate developer and operator. Correspondingly, S commercial real estate company is doing utmost to change the passive, traditional personnel management, and gradually building up an integrated system for human resources including forecasting, planning, training, development, motivation, assessment and evaluation. Under the new external environment, S commercial real estate company with reference to its own situation, started to develop and implement strategic human resource management planning program based on strategic plans of introducing talents, managing and nurturing the employees. At the same time, they are taking measures to change existing human resources management modes, establish a flexible compensation system, improve performance review system and create a lovely corporate culture. Through strategic human resource management planning, they has built up a highly efficient and strongly stabilized management team for strategic development of the enterprise, which helps to obtain core competencies required for future development. Although there are some limitations on implementation of the strategic human resources plans and management, the S commercial real estate company’s strategic human resource management issues still have some practical significance to other commercial or home real estate companies under the new situation.
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