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论文编号：	6159
作者编号：	2120112790
上传时间：	2014/6/4 16:03:48
中文题目：	GE中国公司人力资源管理外包实践研究
英文题目：	Research on Human Resource Management Outsourcing Practice of GE China Company
指导老师：	杨俊
中文关键字：	人力资源管理外包，GE中国公司，实施方案
英文关键字：	human resource management outsourcing, GE China Company, implementation plans
中文摘要：	随着市场竞争日益激烈，企业经营环境越来越苛刻，为赢得持久的发展力和竞争优势，企业不得不集中精力提高自身核心竞争力，追求竞争优势。人力资源管理外包在这样的大环境下应运而生，它是指企业根据业务发展需要将全部或部分人力资源管理工作包给外面专业服务机构完成，以降低成本、提高核心竞争力的经营活动。人力资源管理外包有利于企业利用优秀专业的外部资源，达到降低成本及经营风险、提高效率、提升核心竞争能力、增强对环境的应变速度等目的，是有助于企业赢得竞争优势的新型人力资源管理模式。本文将围绕人力资源管理外包的相关理论，结合作者的实际工作经验和基础的数据资料，以GE中国公司人力资源管理外包活动为研究对象，以期得到一些理论和实践的结论，对我国企业的外包实践活动提出建议和意见，做出一份贡献。 GE作为全球领先的多元化技术型服务性公司，涉及行业从飞机发动机、发电设备到金融服务，从医疗造影到电视节目，其人力资源管理模式和方法也是相对成熟的，但在世界经济一体化的洪流中，为了保持在竞争中的领先地位，GE中国公司也不得不把更多的精力投入到自身的核心竞争力和战略决策上。另外，外部信息科技的迅猛发展和人力资源管理外包业务的推进，使得GE中国公司人力资源管理外包活动水到渠成。 公司以减低成本、提高员工满意度、满足企业运营发展需要及培育企业核心竞争力为目标，，对公司人力资源工作进行了分类和成本效益分析，在此基础上确定了对外包方案进行了设计与规划，确立了外包的目标、具体外包内容以及整个外包流程。在整个人力资源管理外包活动的实施与管理阶段，GE中国公司采取了一系列措施和策略来规避风险，以确保外包活动的成功------在外包准备阶段，确定外包项目、制定项目计划书并挑选潜在供应商；外包实施阶段，确定供应商、签订完备的外包合同、与员工进行有效沟通；外包管理阶段，加强企业内外部沟通、有效监管激励供应商、加强对公司信息的保护并为外包的终结做好风险防范。历时五年多的外包实践，GE中国公司的人力资源管理部门得以重新定位，提高了效率与员工满意度，并在一定程度上减少了人力成本，获得了阶段性的成功。 尽管人力资源管理外包理论的发展虽然已经有几十年的历史了，但我国企业实施人力资源管理外包的实践时间尚短,很多中国的企业对人力资源管理外包风险的认识不够深刻,在具体操作中,方式方法都欠规范化。本文在借鉴前人研究成果的基础上, 通过对GE中国公司所面临的问题和所处的背景，以及其人力资源外包策略中和实施的具体情况进行分析，归纳出GE中国公司的人力资源外包的成功经验和实践中所存在的问题，以期对我国的外包实践提供参考。
英文摘要：	With the fierce market competition, enterprises are facing increasing business complexity. In order to win the development of lasting and competitive advantages, they have to focus on improving their core competitiveness. Human resource management outsourcing emerges as the times requires. In order to reduce the cost and seize core competitiveness, enterprises transfer all or part of their human resources management to the outside professional company according to their own need and possibility. Human resource management outsourcing can help enterprise to obtain excellent professional resources, reduce cost and business risk, improve efficiency, promote the core competition ability, enhanced the environmental strain rate etc., It is a new type of human resource management will help enterprises to win the competitive advantage. With the analysis on the outsourcing practice and experience of GE China Company, the paper will focus on the related theory of human resource management outsourcing and get some theoretical and practical conclusion, in order to provide such suggestions on the practice of outsourcing activities of Chinese enterprises. GE China Company is a global leading diversified services company, from the aircraft engine, power generation equipment to financial services, from the medical industry to TV programs. Its human resource management adopts the mature and advanced management mode, but in the tide of world economic integration, in order to maintain the leading position in the market competition, GE China Company has to put more effort into their core competitiveness and strategic decision. The external information and the rapid development of science and technology creates conditions for the practice of human resource management outsourcing, with which GE China Company could gain the success in their human resource management. With the outsourcing practice, GE China Company can reduce cost, improve employee satisfaction, meet the business development needs and foster the core competitiveness of enterprises. With the cost-benefit and employment model analysis, all human resources are classified and analyzed. Then, the administration and supervision authorities of GE China Company make the outsourcing decision. GE China Company had made the full and appropriate implementation plans of outsourcing. On the basis of determining the outsourcing content, in the whole process of outsourcing, GE China Company take a series of activities to reduce the risks, such as to determine the outsourcing plan, to select and identify suppliers, to draft and sign inclusive contracts, to take effective communication with employees, to manage and supervise suppliers, etc. The development of human resource management outsourcing theory has had a history of several decades, but in China, enterprises and companies are still in the beginning from lack of practice experience. Their understanding of human resource management outsourcing risk is not deliberate enough. In the practice operation, the methods and means are less standardized either. With the results of previous studies and the analysis of the experience of GE China Company, author wants to sum up some successful strategy and potential risks which can provide a reference for the practice of human resource outsourcing in our country.
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