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论文编号：	4362
作者编号：	2120102362
上传时间：	2012/6/7 14:35:33
中文题目：	人力资源管理功能整合度的影响因素及其作用机制研究
英文题目：	The Research on Influencing Factors of Human Resource Management Function Integration and its Mechanism Action
指导老师：	杨斌
中文关键字：	人力资源管理功能，人力资源部门，整合度，分散度，集中度
英文关键字：	human resource management function, human resource department, integration, concentration, dispersion
中文摘要：	21世纪，人类开始进入知识经济时代，智力和知识的重要性日益突出，人力资源上升为推动经济增长和社会进步的第一资源，直接决定着企业在市场上的竞争地位。于是对人力资源的管理日渐成为企业和社会的一个重要课题，得到了前所未有的关注。关于人力资源管理的研究兴起于上个世纪70年代末，经过三十多年的发展，取得了巨大的进展，无论是在理论还是在实践方面都不断地成熟，逐渐取代了传统的人事管理在企业中的作用。但是，随着人力资源管理相关研究的日渐增多和成熟，人力资源部门在企业中的处境却没有得到相应的改善。相反，如今大多数企业中的人力资源部门及其工作人员都普遍遭受着来自企业中各种人员的抱怨，甚至有愈演愈烈的趋势。究其原因，主要是由于在人力资源管理的研究领域中存在着两个很大的误区。其一，人们长期混淆人力资源部门的功能和人力资源管理功能这两个概念，错误地认为将人力资源部门的功能完全等同于人力资源管理功能，人力资源部门是履行人力资源管理功能的唯一主体。其二，对于在承担人力资源管理功能的过程中，人力资源部门和各部门直线经理之间的关系认识，各类人员之间的争议一直很大。一部分人认为，管理人应该完全是人事部门的责任，与各部门的直线经理无关；另一部分人认为，只有各部门的直线经理才真正了解自身部门的性质和特色，因此每个部门的人力资源管理功能应该由各部门来自行承担。这两种错误的认识使得企业对人力资源部门的角色定位产生了严重的错误和偏差：要么将人力资源部门视作是一个形式化的摆设，要么使其作为企业人力资源管理功能的垄断者。这两种错误的角色定位必然会导致人力资源管理功能在各执行主体之间的不合理配置，导致其出现过度集中于人力资源部门的权威化现象，或是过度分散于直线部门经理和外界专门从事人力资源顾问和咨询业务的服务性机构的边缘化和外包化现象。本研究认为，人力资源管理功能应该分散在企业的各个角落，无论是哪一个执行主体都只能也只需要履行人力资源管理的部分功能。本文以此为出发点，从外部影响因素和内部影响因素出发，探究出影响人力资源管理功能整合度的五大因素：行业类型、外部环境、活动阶段、部门类型和企业规模，并根据这五大因素对人力资源管理功能的作用机制得出了人力资源管理功能配置的新模式，将人力资源管理功能的整合度按集中程度的不同分为六种类型。
英文摘要：	Mankind has begun to enter the era of knowledge economy since 21st century, when intelligence and knowledge is becoming more and more important. Human resources have been the first resource to promote economic growth and social progress, and directly determine the competitive position of the enterprises in the market. Therefore, human resource management is becoming an important business and social issue and getting unprecedented attention. The study on human resource management rising in the late 70s of last century has made tremendous progress both in theory and in practice in the past more than 30 years and gradually replaced the role of the traditional personnel management in the enterprise. However, with the increasing number and more mature quality of researchers on human resource management, the situation of human resource department in the enterprise has not gotten a corresponding improvement. Instead, now in most enterprises, human resource department and its staff are generally subjected to complaints from the staff of the enterprise, and even in the intensified trend.The reason is mainly due to the existence of two big misunderstanding in the field of human resource management. First, people confuse two concepts, Human Resource Department Function and Human Resource Management Function, in the long-term. They mistakenly believe that human resource department function is exactly the same as human resource management function, and human resource department is the only principal to fulfill human resource management function. This erroneous understanding denied the diversity of main body of human resource management and ignored the important role of the line managers of various departments, senior managers of enterprises, and professional service agencies engaged in human resource consultancy and advisory in performing human resource management functions. Second, in the process of commitment to human resource management function, various types of personals have great disputes about the relationship between human resource department and line managers of each department. Some people believe that managing persons should be fully the responsibility of the personnel department, nothing to do with the line managers of various departments; while others believe that only the line managers of various departments truly understand the nature and characteristics, so human resource management activities of each department should be beard by the departments from the line. The two wrong understandings make that the role of the human resource department will have a serious error and bias: a formal furnishing, or a monopoly of human resource management functions. The role of the two errors will inevitably lead to unreasonable allocation of human resource management function among each implementation main bodies, creating the phenomenon of authority excessive focus on human resource department or the phenomenon of marginalized and outsourcing excessive fragmentation on managers in line departments and professional service agencies engaged in human resource consultancy and advisory. This study suggests that human resource management functions should be scattered in various corners of the enterprise, any principal can only and need only to implement some parts of human resource management functions. As a starting point, from the internal factors and external factors, this article has found five factors affecting the integration of human resource management function: activity phase, sector type, firm size, industry type and external environment. According to the action mechanism of the five factors to human resource management function, the paper reaches a new model about the configuration of human resource management function and divides the integration of human resource management function into six types.
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