【作者】 杨泉；

【导师】 张阳；

【作者基本信息】 河海大学 ， 技术经济及管理， 2005， 博士

【摘要】 本文论述民营企业发展战略的人力资源管理支撑。中国民营企业发展历程不长,但历尽坎坷,至今仍遇到很多困境。民营企业发展战略应如何选择成了不少学者都在研究的课题。本文选择了在众多影响企业发展战略要素中最具竞争力的“人”作为切入点,研究人力资源管理对民营企业发展战略的影响。文章提出了适合民营企业的三大发展战略,即技术领先战略、团队协同战略、组织与个人双赢战略,同时选择了三大人力资源管理模块作为相应支撑,即智力资本、薪酬与激励、职业发展与学习型组织。 文章分为三大部分。第一大部分包含第1章和第2章。第1章是导论部分,对民营企业的发展轨迹和民营企业战略的影响量进行了较系统的分析,而后对大量文献资料进行了梳理,提出本文的研究主旨、研究方法和研究的主要结论。第2章是研究框架的形成和构建,在这一章中,对研究框架形成的实践基础和理论基础进行了较深入的剖析、实证和归纳,提出了本文的研究框架和人力资源管理三大支撑的观点,这些研究是为第二部分作理论与实践准备的。 文章第二大部分由第3、4、5三章组成,这部分是文章的核心内容。第3、4、5章分别对三个支撑进行了论述。智力资本包含了人力资本、组织资本和社会资本。人力资本是智力资本的核心,组织资本是智力资本的基础,社会资本是人力资本获得外在支持、外在认可和外在联络的社会基础。智力资本能促使企业实现技术领先的战略,也是第3章论述的企业发展战略实现的第一个支撑点。第4章研究薪酬与激励,薪酬与激励可以激发人的潜能,在追求公平和差异化的战略下,留住优秀人才,并获得团队成员间的理解和协同作战的效果。薪酬与激励只有在拥有更加先进的、个性化的和人性化特征后,才能有助于吸引和留住那些具有人力资本的关键员工。薪酬与激励支撑企业的团队协同战略,也是本文论述的第二个支撑点。第5章研究职业发展与学习型组织。在论文的问卷调查中,我们发现员工发展空间受限,“玻璃顶棚”的客观存在,是企业员工,尤其是高层管理者和关键性员工流失的主要原因之一。学习型组织能有效地提升员工能力和团队能力,职业发展与学习型组织能够实现组织与个人的双赢,从而帮助企业实现发展战略目标。职业发展与学习型组织支撑组织与个人双赢战略,也是本文论述的第三个支撑点。 文章的第三大部分是文章的总结。在这部分中提出本文的创新性成果和未来的发展展望。更多还原

【Abstract】 This article discourses upon the underpining of human resource management of private enterprises’ developing strategies. Chinese private enterprises have not a long development history, but do have experienced many difficulties. Till today, they are still facing a lot of difficult situations. Many scholars are studying how private enterprises choose their suitable developing strategies. This paper bases on the most competitive one among many factors which influence enterprise development, i.e. human resource, to study how human resource management influences the private enterprises developing strategies. This paper suggests three development strategies for private enterprises, incl. Technology leadership, Teamwork and Win-win strategy between organization and individual. Accordingly, the suggested human resource management is Intelligence Capital, Compensation Motivation, Career Development and Learning Organization.The structure of this article consists of three parts. Part one has two Chapters, Chapter 1 is introduction, which gives a systematic analysis about the developing traits of private enterprises and influencing factors of private enterprise strategy. After summarizing the relevant literatures, the research goal, structure, method and main conclusion of this article have been pointed out. Chapter 2 is about the formation and construction of the research frame. In this chapter, I embeddedly take apart, demonstrate and induce the practical and theoretical basis of the formation of the research frame, then bring forward the research framework and the viewpoint on the mainly three underpinning of HRM. These study is the theoretical and practical supports which are the preparations for part two.Part Two, which is the core of this article, describing the three main underpinings has three chapters, i.e. Chapter 3, Chapter 4 and Chapter 5. Chapter 3 mainly discusses the intelligence capital, which includes organizational capital, human resource capital and social capital. Human resource capital is the core of the intelligence capital, while organizational capital is the basis of the intelligence capital. Social capital is the social basis for the enterprise to obtain external support, external recognition and external connect. Intelligence capital is the first support for the enterprise developing strategy. Chapter 4 focuses on compensation and motivation. Through compensation policy people’s potential can be inspired, and under a strategy which persues fairness and differentiation, talented persons can be retained and co-understanding and co-operation between the team members can be achieved. When compensation and motivation have more advanced ,more humanity and more individual, it will be helpful to attract and keep key employees with talented human resource capital. Therefore compensation motivation can work as the second support for the private enterprises to realize their strategies. Chapter 5 discusses the career development and learning organization. In chapter 2, we have a questionnaire survey and find that employees in private enterprises feel the ’Glass Ceiling’, which has limited their career development and led to their confusion about future, especially for those top-management and key employees, who have unsubstituted talents and will endanger the enterprises deeply if cannot be retained. Learning organization can help improve the employee’s talents and teams’ competences and help realize the win-win enterprise’s strategic targets.Part Three of the article is the summary of the thesis in which innovative results and future perspectives have been stated.更多还原