工商管理专业-毕业论文完整版.doc
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工商管理专业-毕业论文完整版.doc
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工商管理专业
学生毕业论文
题目:
民营企业人力资源管理问题及对策研究
学生姓名
学
分
号
院
专业班级
指导教师
中文摘要
摘要
随着中国市场经济的不断深化,企业竞争日趋激烈,人力资源作为最具
活力、最具发展前景、最具收益的战略资源,成为企业参与竞争和谋求发展的主
导因素。
人力资源是企业最重要的竞争资源。
本文通过定量调查、定性分析等方
式对浙江民营企业的人员招聘、培训、薪酬管理、绩效考核、激励措施等人力资
源管理问题进行了调查分析,认为民营企业在人力资源管理方面仍处于传统人事
管理阶段,人力资源管理机构定位低,对培训投入严重不足,且缺乏有效的激励
机制。
导致的原因有民营企业对人力资源管理重视程度不够,加上受传统中国人
情关系的影响,人力资源管理的目标不清,各种管理手段效果不佳。
且民营企业
生产部门效率不高、不能及时补充货源,销售部门应收帐款回收情况不理想等问
题都可以归结到人力资源管理中去解决。
要解决这一问题,不仅要提高认识,而
且要不断完善人力资源管理体系,在员工激励、人员配置和企业文化建设等方面
下功夫。
关键词:
民营企业;人力资源管理;问题分析;建议
II
目录
1引言····································································································································4
2民营企业人力资源管理相关概念·······································································1
2.1民营企业概念与特点·································································································1
2.2人力资源管理的定义及其内容···············································································2
3民营企业加强人力资源管理的必要性·····························································3
3.1人力资源管理的一般作用························································································3
3.2民营企业的经营规模和人员规模不断扩大··························································4
3.3加强人力资源管理有助于提高民营企业的竞争力·············································4
3.4人力资源管理能够提高员工的工作绩效······························································4
4民营企业人力资源管理案例分析·······································································5
4.1A公司创业及发展历史······························································································5
4.2A公司人力资源管理现状··························································································6
4.2.1人力资源管理职能挂在总经理办公室······································································7
4.2.2人力资源制度分散在各岗位制度中··········································································7
4.2.3有较为明确的薪酬奖励体系······················································································7
4.3A公司人力资源管理问题及原因·············································································7
4.3.1民营企业管理者自身素质和观念问题······································································7
4.3.2缺乏人力资源的战略规划·························································································7
4.3.3机构设置不到位,缺乏专业的人力资源管理者·······················································8
4.3.4企业薪酬激励约束制度不到位··················································································8
4.3.5民营企业的人员流失严重并缺乏控制······································································9
4.3.6家族式管理模式使人力资源获取存在封闭性···························································9
4.3.7对职位没有进行详细的工作分析············································································10
5民营企业走出人力资源管理困境的对策······················································10
5.1制定人力资源规划,形成有效的人才梯队························································10
5.1.1制定人力资源规划···································································································10
5.1.2形成有效的人才梯队·······························································································11
5.2内部招聘与外部招聘结合的招聘方式································································11
5.3实施现代人力资源管理方案··················································································12
5.2.1人力资源规范化管理——3P模式···········································································12
5.2.2对管理人员实行年薪制···························································································13
5.4民营企业管理资源不足,可实施人事外包························································14
5.5建立富有凝聚力的企业文化··················································································14
III
目录
结论··································································································································16
致谢··································································································································17
参考文献·····························································································································18
1引言
改革开放以来,我国各行各业都涌现出了一大批“风光一时”的企业和企业
家。
但随着大批企业在发展过程中在经济现象中走出“倒U曲线”,一批又一批
的企业家也就随风而逝。
从整体看,民营企业的发展状况比国营企业在许多方面
甚至还要艰难些,很多企业都呈现出“昙花一现,步履维艰”的现象。
进入知识
经济时代后,我国的企业迫切需要高素质的人力资源。
但是企业自产生时就由于
各种历史原因导致企业本身先天不足,而在其发展中又由于低水平的管理模式,
落后的人才观念,不完善的薪酬制度,缺乏沟通与交流,忽视员工的学习、培训
及人才自身事业的发展和职业生涯规划,还有企业主的人格缺陷等使得企业的发
展受困于自身的“人才陷阱”。
即一方面急需高素质的人才,另一方面在得到高
素质的人才后很难凭着有效的人力资源管理在较长时间内留住人才,并发挥其最
大潜能。
民营企业独具的灵活性和创新性,使其无论是在企业数量还是提供就业机会
上都对我国的国民经济作出了重要的贡献,在我国国民经济中占有重要的地位。
尽管民营企业在如此环境中不断发展壮大,为社会稳定、经济发展作出了不可忽
视的贡献,但由于其自身的、历史的原因,在发展的过程中急需规范管理。
目前
我
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