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论文编号：	6081
作者编号：	2220120483
上传时间：	2013/12/23 15:20:37
中文题目：	深圳公交企业战略人力资源管理研究
英文题目：	Study on the Strategic Human Resource Management of Shenzhen Bus Companies
指导老师：	周建
中文关键字：	公交企业 战略 人力资源 卓越绩效
英文关键字：	Bus companies; Strategy; Human Resources; Performance Excellence
中文摘要：	人力资源为企业的核心战略性资源，战略人力资源管理理论对于处于转型升级的深圳公交企业人力资源管理具有重要的指导意义。位于中国改革开放前沿的深圳，其城市公交行业经过三十多年的发展，已从高峰期的近40家公交企业整合为目前的3家区域专营公司，政府采用成本规制模式对其进行财政补贴。然而，成本规制政策虽然让公交服务有明显改善，但因劳动合同法出台等因素影响，使得作为劳动密集型的公交企业运营成本持续攀升，公交财政补贴已经成为政府的重担。S公交公司是深圳公交行业最具代表性的公司，受原国有企业管理理念等因素影响，以S公交公司为代表的深圳公交企业，其相对滞后的人力资源管理机制，未能给企业现代化发展及战略目标达成提供很好的支撑。本论文将从战略人力资源管理角度审视研究深圳公交企业，通过结合战略人力资源管理理论及国内外先进的管理理论基础，深入分析深圳公交企业人力资源管理存在的问题，并研究如何在深圳公交企业导入推行战略人力资源管理，如何将人力资源管理战略性职能与企业选人、用人、育人、留人机制有效融合起来，以期将人力资源打造成企业真正的第一战略性资源，支撑企业未来战略的发展。本论文的创新之处在于研究深圳公交企业战略人力资源管理举措中，尝试导入美国波多里奇国家质量奖卓越绩效准则“以员工为本”的战略人力资源管理理念，通过切身的换位思考，通过员工和企业两个角度来研究战略人力资源管理的实施，从而将卓越绩效准则的“员工契合”与“员工环境”两个理念分别在深圳公交企业的用人、育人机制以及选人、留人机制有效融合体现，从而让公交企业人力资源真正发挥出其核心战略资源的作用。
英文摘要：	Human resources are the enterprise's core strategic resources. Strategic Human Resource Management theory has an important guiding significance for the Shenzhen Bus companies of which human resource management is on the way of transformation and upgrading. Located in the forefront city of China's reform and opening up, Shenzhen Bus companies have integrated from the original almost 40 bus companies into the current 3 regional franchise bus companies, after the last thirty years of development. S Bus Company is the largest, longest running and the most standardized management company of the 3 bus companies of Shenzhen，and took the lead through the ISO9001 Quality Management / 14001 Environmental Management Systems certification in the industry. Its human resource management is also better than the other two companies, and has become the representative of Shenzhen Bus companies. But affected by the management concepts of state-owned enterprises, the relatively backward human resource management mechanism in Shenzhen Bus companies, which with S Bus Company as representative, failed to provide a good support to realize modernization development, and failed to achieve strategic goals of the company. The thesis, combined with the Strategic Human Resource Management theory and advanced theoretical basis, deeply analyzes the problems of Shenzhen Bus companies’ human resource management. And then, the thesis research show to implement Strategic Human Resource Management into Shenzhen Bus companies; and how to merge the strategic functions of human resource management with the recruitment, training and development, utilization and retention mechanism of Shenzhen Bus companies. Through the above measures, human resource will upgrade to be the first strategic resource of Shenzhen Bus companies, and will support the development of the company's future strategy. During the research of the Strategic Human Resource Management measures in Shenzhen Bus companies, the thesis innovates to utilize Strategic Human Resource Management theory of Workforce Focus in Baldrige Criteria for Performance Excellence. The thesis tried to merge the Workforce Engagement of Baldrige Criteria for Performance Excellence with the utilization, training and development mechanism of Shenzhen Bus companies; and merge the Workforce Environment of Baldrige Criteria for Performance Excellence with the recruitment and retention mechanism of Shenzhen Bus companies.
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