【作者】 刘莉；

【导师】 张莉；

【作者基本信息】 哈尔滨工业大学 ， 工商管理（专业学位）， 2024， 硕士

【摘要】 V集团是一家央企旗下大消费板块的优秀连锁企业,在香港开设首家超市后迅速发展。V公司背靠香港,扎根于大湾区以及长江以南的区域,一直是V集团销售及利润贡献的支柱大区。但从2022年开始,随着传统零售市场面临的全渠道竞争以及消费者消费习惯的改变,在沿海发达城市尤为明显,V公司从原本盈利大户到亏损大区,改变了其在集团的核心地位。超市属于劳动密集型企业,人工成本管控合理性和科学性有助于快速提升企业效率。本文以人工成本管控为切入点,研究一套适合V公司人工成本管理的完整策略,让公司成本处于良性发展状态,增强企业的市场竞争力,使得企业在后疫情时代能够真正实现降本增效,助力企业转型的战略目标。本文以V公司为例,立足于人工成本管理的相关理论基础,通过案例分析、总结归纳等方法,发现公司现行的人工成本管理的基本情况以及现状中的问题,并对产生的问题进行深入分析,从人工成本管理流程现状、人工成本要素结构现状、人工成本指标现状、薪酬体系及绩效结构现状四个方面总结出更深层次的问题。针对以上现状产生的问题,发现V公司人工成本管理流程问题、用工结构灵活度低、系统数据化落后、薪酬结构对员工激励性不足。通过问题剖析产生的原因,从而制定详实的策略。基于此,本文从V公司管理链条优化、用工结构优化、技术优化、薪酬结构及绩效考核制度优化提出改善措施。通过组织保障、制度保障、能力建设、辅助性人工成本管理支持四个措施保证优化后的人工成本管理策略顺利实施,实现V公司人工成本管理策略的落地,促进人效提升、成本降低,产生效益。本文以V公司人工成本管理策略为主要研究对象,探索超市企业人工成本管理模式,希望形成一套零售企业HR在降本增效的环境下可参考的管理实践体系。更多还原

【Abstract】 Group V(“the Group”),a distinguished chain company owned by a Chinese central state-owned enterprise,has seen rapid growth since its establishment,marked by the opening of its inaugural supermarket in Hong Kong.Company V(“the Company”),leveraging its proximity to Hong Kong and its roots in the Greater Bay Area and the areas south of the Yangtze River,has historically been a key driver of the Group’s sales and profits.However,starting from 2022,the Company has grappled with considerable headwinds amid a dramatic upheaval in the retail sector,driven by fierce Omni channel rivalry and a pronounced evolution in consumer preferences,most markedly in the coastal urban hubs.Such challenges have resulted in the change of the Company from a profit powerhouse to a loss-making entity,thereby diminishing its role as a major contributor to the Company.Supermarkets,being labor-intensive businesses,can significantly benefit from an effective labor-cost management.This paper explores a holistic approach to labor cost management at the Company,aiming to streamline its cost structure and sharpen its competitive edge in the market.The objective is to drive down costs and ramp up efficiency in the post-pandemic landscape,all in support of the company’s strategic pivot towards transformation.Using V Company as a case study,this paper is anchored in the foundational theories of labor cost management.It employs methods such as case analysis and synthesis to identify and dissect the current state and issues within the company’s labor cost management.The paper probes deeper issues by scrutinizing four critical aspects and their causes to formulate a more comprehensive strategy:the existing labor cost management procedures,the composition of labor cost elements,the metrics used to gauge labor costs,the compensation system and the mechanisms for performance evaluation.In response to the challenges highlighted,the paper proposes a suite of targeted enhancements.These encompass streamlining management operations,fine-tuning employment configurations,bolstering technological integration,and broadening the scope of compensation and performance assessment frameworks.Additionally,the paper delineates a quartet of strategies to facilitate the seamless implementation of the revamped labor cost management strategy:bolstering organizational backing,establishing robust systemic structures,enhancing capacity development,and optimizing the management of other labor costs.The paper is designed to develop a labor-cost management strategy for Company V,which can serve as a reference for human resources practice in the retail sector as the emphasis on cost-efficiency has been increasing.更多还原