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论文编号：	6617
作者编号：	2220110897
上传时间：	2014/11/30 23:13:58
中文题目：	深圳泰邦集团人力资源管控体系构建研究
英文题目：	Research on the construction of human resource management system in Shenzhen Sunsco Group
指导老师：	杨斌
中文关键字：	深圳泰邦集团,人力资源,管控体系构建
英文关键字：	Shenzhen Sunsco Group, Human Resources, Building of Management System
中文摘要：	中国改革开放三十多年来，不断涌现出各种形态的企业经营方式，其中最引人注目的莫过于大型的跨区域的多元化的企业集团。随着企业集团的不断扩大，企业集团的管控也出现了诸多问题。但归根到底主要是三个方面的问题：集团资本财务的管控；集团人力资源的管控；集团业务运营的管控。而其中最为核心的，莫过于集团人力资源的管控。人力资源的管控水平，决定了企业集团的高度。如何做好集团人力资源的管控，成为中国的企业集团所面对的重要课题。深圳泰邦集团成立于1995年，主要从事交通、房地产、能源、城市公用等基础建设类及资源开发类产业的投资与经营。目前已发展成为一家总资产规模超过600亿，项目投资超过300亿，并拥有分布在广东、湖南、广西、四川等地十多家分子公司的投资控股型企业集团。 泰邦集团具备多年的大型基础设施投资和管理经验。截至2014年上半年，集团投资和经营的收费公路项目有京珠高速复线湖南潭衡段（该项目主线全长超过140公里，项目总投资上百亿元，已于2011年9月30日建成通车）、成安渝高速公路四川段（该项目主线全长超过170公里，项目总投资超过160亿元，计划于2014年12月底建成通车）、从莞高速公路惠州段、佛清从高速公路北段等，总建设里程近600公里。泰邦集团自成立以来，始终坚持多元化的发展战略，投资建设了深圳泰邦大厦、简阳花乐谷、广州捷汇大厦、长沙浅水湾、北海泰邦能源等项目。但伴随着集团的快速成长，泰邦集团的人力资源管理明显跟不上公司业务的战略发展，同时亦面临一些风险问题，亟待解决。本文以战略人力资源理论及方法为指导，结合作者自身的实践经验，对泰邦集团的企业文化、战略发展、业务板块及人力资源进行剖析，从集团层面明确了人力资源管理的战略定位，梳理了集团管控的组织结构，完善了人力资源管理的体系建设，改进了人力资源各专业模块的操作水平，确保了集团战略发展所需的人才供给，加强了集团人力资源的选育用留退等工作，力图为改善泰邦集团人力资源管理水平提供启发和思路，为泰邦集团的企业经营和战略发展提供有益的参考和支持，并期望亦能为中国企业的集团人力资源管理工作提供有益借鉴。
英文摘要：	In the over 30 years since China’s reform and opening up, various types enterprise management modes continue to spring up, and the most notably is the large-scale cross-regional diversified enterprise groups. With the continuously extending of enterprise groups, many problems have emerged in the enterprise groups’ management and control. But in the final analysis, there are three major problems, they are the management and control of group financial, group human resources and group service operation. But the most core problem is the group human resources management and control. The human resources management and control determines the height of the enterprise group. How to do the enterprise groups management and control has become an important subject that China’s enterprise groups have to face. Shenzhen Sunsco Group was established in 1995, mainly engaged in the infrastructure of the transportation, the real estate, energy and urban public etc. and the investment and operation of resources development industry. So far, it has developed into an investment holding pattern enterprise group with more than 10 branch companies cover Guangdong, Hunan, Guangxi and Sichuan etc. , its total size of assets is over 600 hundred million and the project investment is over 300 hundred million. Sunsco has years experience in large-scale infrastructure investment and management. By the end of the first half year of 2014, the investment and operation of Sunsco Group in toll road project including Hunan-Tangxiang Line of Jingzhu Expressway double line (the main line of this project is over 140 kilometers, the total project investment is over a hundred billion and it was opened to traffic on Sep 30, 2011), Sichuan Line of Chengdu-AnYue-Chongqing Expressway (the main line of this project is over 170 kilometers, the total investment is over 160 hundred million, expected to be opened to traffic at the end of Dec, 2014), the Huizhou Line of Conghua-Donguan Expressway and Foshan-Qingyuan-Conghua Expressway North Line and so on. Sunsco’s total construction is over 600 kilometers. Since the establishment of Sunsco, it insists on diversification strategy, has invested in the construction of Shenzhen Sunsco Building, Jianyang Happy Valley, Guangzhou Jiehui Building, Changsha Repulse Bay and North Sea Sunsco energy project and so on. With the high speed development of groups, Sunsco’s human resources is obviously unable to keep pace with the company’s business strategic development, and it faces some risks at the same time, all of those problems needed to be solved. This article is guided by the HR strategy theory and method, combined with the practice of the author’s own experience, dissects on the Sunsco Group’s enterprise culture, strategic development, business area and human resources. This article defines the human resources management’s strategic positioning from the enterprise group level, cardings the organization of the group management and control, improves each major module’s operation level of human resources, ensures the talent supply for the group’s strategic development needs, strengths the work of choosing, training, engaging, retaining and dismissing and so on in the group human resources. It aims to provide inspiration and ideas for the improvement of Sunsco Group’s human resources management level, to provide beneficial reference and support for the Sunsco Group’s enterprise’s operation and strategic development. And the same time this article hopes can provide beneficial reference for the other domestic enterprises’ human resources management.
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