【作者】 王蕾；

【导师】 陈志军；

【作者基本信息】 山东大学 ， 工商管理（专业学位）， 2013， 硕士

【摘要】 随着市场经济的不断发展,企业内外部环境发生了剧烈的变化,一些企业开始通过资产重组和资源整合的方式,逐步从单体企业向多元化集团企业的阶段过渡,传统的人力资源管理已经不能适应现代化的集团企业人力资源管控需要。集团企业应根据母公司战略规划和子公司经营发展的实际情况,选择适合集团公司发展的人力资源管理控制模式,合理的管理控制模式能够使集团公司管理优势得到有效发挥。如何找到影响人力资源管理控制模式选择的关键因素,确定集团公司对各子公司人力资源管理控制的集分权程度,选择适合的人力资源管理控制模式等已经成为国内外专家学者讨论的热点问题。论文就是基于这一研究背景,以鲁银投资集团为具体的研究案例,对鲁银投资集团人力资源管理控制中存在的问题进行了研究分析,如：管理控制模式单一,职能权责不明晰,工作流程缺失或冗余等。论文对人力资源管理控制模式和关键影响因素等相关理论进行了梳理和研究,在此基础上构建了关于鲁银投资集团人力资源管理控制模式选择影响因素评价模型,论文通过数据统计分析的方法进行了实证分析,找到了影响鲁银投资集团人力资源管理控制模式选择的关键因子,即：“企业能力因子”、“资源积累因子”以及“文化认同因子”。通过主要因子分析,结合各子公司发展的实际情况,对各子公司人力资源管理控制的集分权程度进行了论述分析,确定了适合各子公司发展的人力资源管理控制的三种模式,即：“行政管理型模式”、“治理型模式”、“自主管理型模式”。人力资源管理中主要包含规划、招聘、培训和发展、绩效考核、薪酬福利等模块,它们是集团公司对各子公司实现人力资源管控的有效手段和具体内容。在不同的人力资源管理控制模式下,集团公司和各子公司的人力资源管理职能权责划分也与之相对应。同时,为了保证人力资源管控模式和职能权责的有效落实,论文对人力资源管理工作流程进行了梳理和总结,对人力资源管理控制的相关制度进行了优化。最后,为了弥补鲁银投资集团人力资源管理控制现状中存在的不足,提高人力资源整体管理控制水平,论文提出了与集团公司人力资源管控情况相适应的运行保障措施,即：(1)设立集团公司人力资源战略委员会,完善组织机构建设；(2)通过资源共享机制,促进集团公司系统内部人力资源管理的协同发展；(3)加强企业人力资源管控文化建设和专项业务技能培训,提高企业各级从事人力资源管理工作人员的业务水平和员工的集团意识；(4)建立完善人力资源E-HR信息系统,使人力资源管控得到整体提升。(5)加强绩效管理,确保管控目标的实现。更多还原

【Abstract】 With the continuous development of market economy, both the internal and external environment have changed dramatically. Gradually, many enterprises are trying to improve themselves from the single group to the diversified group through assets reorganization and resources integration. The traditional management of human resource has not been able to reach the requirement of the modern enterprises to manage and control their own human resource. The business group should select the appropriate management control mode of human resource, according to the strategic planning of the parent company and the physical truth of the subsidiary companies. The appropriate management control mode will exploit the management advantages of the business group to the full. As a result, both the foreign and domestic experts are focusing on the related problems, how to choose the appropriate management control mode of human resource, find the key factors influencing the choice, and how to confirm the degree of decentralization of each subsidiary company for the business group.This paper is based on the research background, Lu Yin Investment Group as a specific case study, and analyze the problems existing in the human resource control, such as, the management control mode is too simple, the functional responsibilities are not clear and definite, and the workflows are missing or redundant, and so on. Furthermore, this paper has also studied and analyzed the theories related to the human resource management control mode and the key influential factors, and on this basis, built the evaluation model of human resource management control mode for Lu Yin Investment Group to select the influential factors. According to the statistical analysis of the practical examples and demonstrations, this paper has found the key factors influencing the selection of human resource management control mode for Lu Yin Investment Group. That is the Enterprise Ability Factor, the Resource Accumulation Factor, and the Cultural Identity Factor. Eventually, with the analysis of the main factor, the exposition aiming at the decentralization and the practical situation of each subsidiary company, this paper has confirmed three human resource management control modes suitable for the development of each subsidiary company, named the Administrative Mode, the Governance Mode and the Independent Management Mode. Including planning, recruiting, training, developing, assessing performance, and the compensation benefits, the human resource management is an effective measure and specific content for the parent company to control the subsidiary companies’human resource. Obviously, the different divisions of responsibilities and authorities between the parent company and each subsidiary company, always corresponds to the different human resource management control modes. Meanwhile, in order to ensure the implementation of the human resource management control mode and the functional responsibilities, this paper also summarize the workflow and optimize the related systems of human resource management.At last, with the view of improving and making up the shortage existing in Lu Yin Investment Group’s human resource management, the paper has presented a series of operation of safeguard measures corresponding to the practices on human resource management as follows:(1) Establishing the Human Resource Strategy Committee, and improving the construction of the organization.(2) Promoting the collaborative development of internal human resource management by the Resource Sharing Mechanism.(3) Reinforcing the cultural construction and the training in human resource management to improve the professional skills of the administrative staffs on different levels, and raising the collective consciousness.(4) Constructing the perfect E-HR Information System to improve the human resource management integrally.(5) Strengthening performance management to ensure the management and control objectives.更多还原