三佳房地产公司人力资源管理现状调研分析及方案规划

【作者】 李萍；

【导师】 颜安；

【作者基本信息】 西南财经大学 ， 工商管理， 2003， 硕士

【摘要】 亚当·斯密在《国富论》中提出，价值创造的要素是：土地和劳动。而在20世纪80年代开始，人们开始意识到企业获取竞争优势的关键，不仅是企业拥有多少资本，而更重要的是知识的作用。著名经济学家德鲁克提出了知识工作者的概念，几十年前只有几个人的微软与“蓝色巨人”IBM抗争、思科的迅速崛起都可以说明这一点。现在有学者甚至提出“知本主义”的新观念。正是由于知识价值的充分体现，人们通常把新经济时代也称为知识经济时代。在知识经济时代，注重人力资源的开发与建设乃当务之急。正如江泽民主席2002年5月15日在亚太经合组织人力资源能力建设高峰会议上所指出的：“物质资源的开发利用是人类社会发展的基础，而人类智慧和能力的发展决定着对物质资源开发的深度和广度。……当今世界，人才和人的能力建设，在综合国力竞争中越来越具有决定性的意义。”企业赖以生存和发展的基础大概可以概括为五种资源：资金、财产、技术、信息和人力，这五种 资源中最重要的是人力资源。美国钢铁大王卡内基曾表示：“我的厂房、机器设备均可搬走，但只要把人员给我留下，几年之后我仍然是钢铁大王。”人们预言，21世纪的经济竞争，将主要是科技的竞争，智力的竞争，归根到底是人力资源开发及其潜能充分利用的竞争。在中国，很多企业的管理方式仍处于经验管理模式下，对人的管理仍然是传统的人事管理模式。如何把人作为一种活的资源加以利用与开发，如何能真正调动员工工作的积极性与主动性，是现代人力资源管理的核心任务，也是企业管理人员的首要职责。尤其是企业的高层管理者，必须认识到：组织的成功越来越取决于该组织管理人力资本的能力。当前，改革与发展汇成中国进入21世纪的主旋律，企业面临着极大的挑战和机遇，企业应该提高人力资源管理水平，以适应世界范<WP=3>围内的竞争要求。本文是以作者亲自参与的一次企业人力资源管理调研及方案规划为写作背景，通过深入企业进行实际调研，运用人力资源管理的先进理念、方法、工具，从组织结构、工作分析与岗位评价、薪酬绩效体系再造等方面进行方案规划，试图为企业提升人力资源管理提供理论和现实的参考建议，同时，作为MBA毕业论文，也是对作者本人综合应用所学知识的一次提升。本文分为五个部分，第一章主要介绍国内外人力资源管理的发展历程，第二章介绍三佳公司的基本情况，第三章分析了对企业进行的人力资源管理调研信息，第四章详细描述了管理顾问对三佳公司进行的人力资源方案规划，本文的最后一章从变革的角度分析本次人力资源管理方案规划及实施的可能风险及防范措施。限于本人的知识和经验，本文研究深度还远远不够，错漏之处，请各位老师和同学多多指正。更多还原

【Abstract】 Mr. Adam Smith in his The Wealth Of The Nations that the element of created value is: glebe and work. People began to wake up to the fact that the key enterprises gain advantage during competition is not only how much capital he got, but also the using of knowledge. A famous economist whose name was Drucker brought forward the concept of Knowledge Worker. The competition between the company of Microsoft who got only several stuffs and the company of "blue giant" IBM several years ago and the fast growing up of Sike could explain it. Even in recent years some scholars bring forward the new concept of " Know a doctrine ". All because of the sufficiently using of knowledge value, people call the new epoch of economic as knowledge economic epoch.During the Knowledge economic epoch, the development of manpower is so important and urgent. Chinese president Jiang Zeming said that the using of substance resource is the base of society’s development while the development of human’s wisdom and ability will determine the deep and wide of substance resource’s exploitation when he addressed at the manpower’s resource supreme of APEC at 15/5/2002. President Jiang also said that the cultivation of person with ability and man’s ability would play an important role when the competition of Overall national strength became faster and faster.Most enterprise’s existence and development depend on five resources: capital, wealth, technology, information and manpower. The human resource is the most important one of those five. American king of steel Mr. Carnegie said: you can move away my factories and equipments, but if you let my stuffs stay with me, I could become king of steel several years later. Someone anticipates that 21century would be filled with economic competitions which main way is technological and intellect, all base on human resource development and taking full advantage of its <WP=5>potential ability.Management in many enterprises is still based on experience in china. It is still the traditional model in human resource management. How to take human resource as a kind of active resource and how to enhance employee’s activity and initiative is the key task of human resource management and chief responsibility of those managers. Those high level managers must recognize that the success of organizes is mostly based on the ability of the human resource management.In those days, innovation and development play the main role in china when it coming to 21century. Enterprise faces both big challenge and chance， they should adapt the universal competition by enhancing the management level of human resource. This paper is based on the author’s experience of studying a company’s human resource management and blue print programming for the company.The whole paper is divided into five parts. The first part tries to introduce the development of HRM. The second part introduces the basic information of Sanjia Company. The third part describes the blue print for Sanjia human resource management in detail. The last part tells of the risk of transform and preventive measure.Because of my limit knowledge and experience, the deepness of this paper is not enough. Please teachers and classmates point out the oversight.更多还原