【作者】 李阳；

【导师】 任伶；

【作者基本信息】 吉林大学 ， 工商管理硕士（专业学位）， 2023， 硕士

【摘要】 人才是稀缺资源,企业的发展受到其质量的影响。人力资源管理不仅是企业管理制度的核心功能,也是获得持续竞争力的关键。在人才不稳定、流失率高的后疫情时代,传统模式的人力资源管理不能够应对当下的重重挑战。行业竞争日益激烈,企业压力越来越大,很多小型企业疲于应对外界环境压力,往往忽略对企业内部人才进行规范化管理。造成员工效能低下,工作质量不佳、消极怠工,甚至人才流失等严重后果。因缺乏行之有效的科学完善的人力资源管理制度等原因造成的后果大大限制了企业未来的发展,人力资源管理变革优化迫在眉睫。为适应我国经济发展新要求,不少企业早已开始了对人力资源转型优化的探索和实践。但从转型的效果看,目前多数小微型企业仍处在初级阶段,面临着对优化必要性认识不清、缺少必要的顶层设计和战略规划、关键人才短缺、对于已有人才疏于管理和培训等诸多问题与挑战。每个企业面临的挑战以及转型的道路各不相同,只有结合企业自身实际情况,制定行之有效的优化策略,才能走好发展之路。本文以R公司为例,对现有的人力资源状况进行深刻剖析。R公司本身就是人力资源公司,作为服务行业中的轻资产型企业,由于自身规模、管理方式等原因,R公司内部人力资源管理粗放,长期不重视甚至忽视人力资源管理工作,员工素质也不统一,木桶效应比较明显,R公司当前所实行的人力资源管理制度,在人才管理规划、薪酬、绩效考核、培训等方面存在较多不足,不能满足长远发展的需求。本文通过从架构职位、薪酬、绩效、晋升培训四个维度对R公司人力资源管理现状进行深入分析并找到影响其发展的根本原因,结合实际,提出多维解决方案,改进和完善企业人力资源管理模式,对R公司现有人力资源管理进行优化。并在此基础之上提出具有可操作性的建设性方案,保障方案能够顺利实施。以期降低R公司人工成本,提升企业运营效率,为加快业务发展提供一个强有力的支撑,提高R公司竞争力,帮助员工实现自身价值,为R公司发展创造价值。通过对R公司的人力资源管理优化研究,为具有相同问题的企业,尤其是小微型企业,提供一定的参考价值。更多还原

【Abstract】 Talents are scarce resources.The quantity and quality of talents directly affect the development of enterprises.Human resource management is not only the core function of enterprise management system,but also the key to obtain sustainable competitiveness.To maintain its competitive advantage,enterprises need not only excellent products and considerate services,but also suitable human resources management system.In the post-epidemic era with unstable talents and high turnover rate,the traditional human resource management model cannot meet the current challenges.With the increasingly fierce competition in the industry,enterprises are under increasing pressure in the market competition.Many small enterprises are tired of coping with the pressure of the external environment due to their small scale and simple personnel composition,and often ignore the standardized management of internal talents.This has resulted in serious consequences such as low efficiency of employees,poor quality of work,slack work,and even brain drain.The consequences caused by improper internal management and the lack of effective and scientific human resources management system have greatly limited the future development of the enterprise,and the reform and optimization of human resources management is imminent.In order to meet the new requirements of China’s economic development,many enterprises have already begun to explore and practice the transformation and optimization of human resources.However,from the perspective of the effect of transformation,most small and micro enterprises are still in the initial stage,facing many problems and challenges such as unclear understanding of the need for optimization,lack of necessary top-level design and strategic planning,shortage of key talents,and neglect of management and training of existing talents.Each enterprise faces different challenges and transformation paths.Only by combining its own actual situation and formulating effective optimization strategies,can it take a good development path.At present,the relatively mature human resources management system in China is mostly from large enterprises and mostly production-oriented enterprises,which is not applicable to small,micro and non-productive enterprises.This paper takes R Company as an example to deeply analyze the current human resources situation.R company itself is a human resources company.As an asset-light enterprise in the service industry,due to its own scale and management mode,R company’s internal human resources management is extensive,and has not paid attention to or even ignored human resources management for a long time.The quality of employees is not uniform,and the barrel effect is relatively obvious.The current human resources management system implemented by R company includes talent management,salary system,performance appraisal The training and other aspects are not functional enough to meet the needs of long-term development.This paper analyzes the current situation of R company’s human resources management from the four dimensions of structure position,salary,performance and promotion training,and finds out the root causes that affect its development.Combining with the reality,this paper integrates and optimizes R company’s human resources management system,proposes multi-dimensional solutions,improves and perfects the enterprise’s human resources management model,and optimizes R company’s existing human resources management.On this basis,we put forward a workable and constructive plan to ensure the smooth implementation of the plan.With a view to reducing the labor cost of R Company,improving the operation efficiency of the enterprise,providing a strong support for accelerating the business development,improving the competitiveness of R Company,helping employees realize their own value,and creating value for the development of R Company.Through the research on human resource management optimization of R Company,I hope to provide some reference for other small and micro enterprises with the same problems.更多还原