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论文编号：	5151
作者编号：	2220091809
上传时间：	2013/5/30 22:28:41
中文题目：	金刚集团转型期人力资本研究
英文题目：	human resource research of kincon group in transition
指导老师：	杨斌
中文关键字：	企业转型;人力资本;投资与配置;全面薪酬激励
英文关键字：	business transformation;human capital;investment and configuration;comprehensive incentive pay
中文摘要：	金刚集团原是中国内燃机行业的一家大型国有企业，曾多年处于国内内燃机零部件行业排头兵地位，由于国企体制屏障，也曾错失过多次战略发展机遇。面对激烈的市场竞争和不断变化的外部环境，企业没有适时调整发展战略，虽然受国家整体经济发展特别是汽车市场需求的强劲拉动，企业规模和效益也有了小幅自然增长，但与同行业的差距正逐步拉大，企业在行业中的龙头地位开始动摇。作为一家老国企，多年来，因内部管理机制的问题，一直不够重视对人的管理，缺乏适应公司发展并且有效的专业人力资本管理体系，企业还处于由传统的人事管理向现代人力资源管理的过渡阶段。目前，企业人才流失严重，专业人才留不住，高端人才引进难，现有人力资本存量不足，创造不了价值，激励约束机制缺失，人才资本存量不能增值，从而制约了企业的发展。随着企业国有改民营，特别是联想集团做为战略投资股东的介入，给企业带来了新的战略发展机遇，面对日益激烈的市场同质化竞争和紧迫的节能减排对新型内燃机工业化环境的要求，如何使企业稳健地转型和发展，对公司转型期人力资本经营全面重构和管理升级的要求更加迫切，更加突显出了对人力资本研究的重要性。因此，研究提升人力资本存量，建立人力资本激励机制，使人发挥最大作用、创造更大的价值，对转型期的企业发展显得更加重要。在此背景下，本文对金刚集团转型期人力资本如何科学经营进行了研究。本文首先介绍了企业的外部背景与内部背景，论述了内燃机及零部件行业的现状和未来发展趋势，明确指出了人力资源在支撑行业未来发展的重要作用。简要对企业概况、发展困惑及企业未来之梦进行了阐述和说明，提出了完成企业使命、实现企业未来战略目标、在企业平台上实现职业梦想是员工的共同强烈愿望，重塑企业辉煌是金刚人真正的动力之源。然后介绍了本文的研究路径、研究框架和主要内容，并对采用的分析方法做出说明。进而对相关理论进行了研究，重点对人力资源理论、人力资本理论、企业人力资本经营理论进行了综述，包括人力资源概念及发展阶段、人力资本概念、意义和人力资本的普遍价值、人力资本在企业中的特殊地位等，对企业人力资本经营做了简述，分析了人力资本与物质资本的区别，本文认为，人力资本理论研究是一种新的研究范式，在现代经济学和企业中都有着特殊地位。然后结合企业实践，介绍了公司历史沿革变化、人力资本现状分析诊断，根据公司新的战略定位，确定了公司人力资本战略和人力资本聚焦策略，为下一步人力资本研究指明了方向。根据企业转型和公司战略的需要，对企业人力资本的投资、配置、激励进行了论述。首先对公司自人力资源到人力资本的基础构建提出对策，包括组织架构、岗位设置、岗位价值评估、岗位与基本薪酬对接等人力资本基础体系进行了重构和创新；在基础体系建立的前提下，根据企业各类人力资本的不同，选择不同的投资方式、投资内容及重点；通过建立“职位职级体系、职业发展通道、能力标准分级”等企业内部市场化基础平台，实现人力资本在企业的自动配置和增值；根据人力资本的特质性，最后对构建全新的人力资本激励机制进行了论述，包括薪酬激励、发展激励、文化激励等，重点对人力资本基本薪酬分配、模拟股权分配、合理剩余控制权分配在企业实践中的运用和落地提出了对策和方法，通过人力资本自动分享劳动所得与合理剩余分配，最终实现企业和人力资本的自觉互动、和谐共赢。关键词：企业转型 人力资本 投资与配置 全面薪酬激励
英文摘要：	KINCON Group was a large state-owned enterprise and was in the position of pacesetter among China internal combustion engine industry, but it missed many strategic development opportunities because of state-owned enterprises system barrier. Facing fierce market competition and the changing external environment, the company does not adjust development strategies. Although driven strongly by the country's overall economic development, especially the demand in automotive market, firm size and efficiency has a slight growth, but the gap with the same industry is gradually widening, Enterprise’s leading position in the industry begin to falter. As an old state-owned enterprise, over the years, because of the internal management mechanism, KINCON didn’t pay enough attention to person’s management and lack of professional human capital management system which suitable for company’s development and effective. It is still in the stage transiting from traditional personnel management to modern human resources management. At present, the enterprise serious brain drain, unable to retain professionals, difficult to introduce high-end talent, the existing stock of human capital is lack, can not create value, also lack of incentive and restraint mechanisms, the stock of human capital can not be value-added, thereby constraining the development of enterprises. The state-owned enterprise reform private, particularly Lenovo Group involved as a strategic investment shareholder, bringing new strategic development opportunities. Facing the increasingly fierce market homogeneity competition and urgent energy saving and emission reduction requirements of the new internal combustion engine industrialized environment, how to make enterprise sound transform and develop, it is more urgent for human capital comprehensive reconstruction and upgrade management, and more important for research in human capital. Therefore, it is important for the transiting enterprise’s develop to study the enhancement of human capital, build human capital incentives, let people play the biggest role, create the greatest value. Under this background, This paper firstly introduces the enterprise’s external and internal background, discusses the current status and future trends of the internal combustion engine and parts industry; clear the human resources’ important role in supporting the future development of the industry, briefly illustrates and descries the company profile, develop confusion and corporate dream, put up with the wishes of completing the corporate mission, achieving enterprise future strategic goals, employees achieving their career dreams in enterprise platform and remodeling brilliant business is the real source of power for KINCON people. Then describes the paper’s research path, framework and main content, and make a note of the analytical methods that used. Then reach related theories, mainly discusses human resources, human capital theory, human capital operations, including the concept of human resources and stage of development, the concept, significance and universal value of human capital, and human capital in the enterprise's special status etc. Briefly discusses enterprise human capital management, analyzes the difference between human capital and physical capital. This paper argues that human capital theory is a new research paradigm, which has a special status in modern economics and business. And then combined with business practices, it gives an introduction of the company's history of evolution and human capital present situation analysis and diagnosis, combined with the company's new strategic positioning, determine the company's human capital strategy and human capital focus strategy, which points out the direction to next step human capital research. According to the needs of the corporate restructuring and corporate strategy, investment in human capital, configuration, incentives are discussed. Mainly propose solutions to company's human resources to build human capital basis, reconstruct and innovate the human resource base system, including organizational structure, job settings, job value assessment, job with basic salary docking and so on. On the premise that the basic system established, it should choose different investment pattern, content and pocus according to the various categories of human capital. Through the establishment of internal marketization foundation platform such as “position system, career development paths, capacity standard classification” etc. to achieve the human capital’s automatic configuration and value added. According to the characteristics of human capital, finally discuss the build of a new human capital incentive mechanism, including incentive pay, development incentives, cultural incentives etc. Mainly puts forward measures and methods to basic salary distribution of human capital, analog equity allocation, reasonable allocation of residual rights of control in the enterprise application. Though human capital automatically shares labor income and reasonable allocation of the remaining, finally achieve enterprise and human capital conscious interaction, harmony and win-win. Keywords: business transformation, human capital, investment and configuration, comprehensive incentive pay
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