春庭公司人力资源规划设计

【作者】 李维国；

【导师】 齐捧虎；

【作者基本信息】 西北大学 ， 工商管理， 2003， 硕士

【摘要】 春庭公司是一家在广州的国有企业下属的房地产公司。它创建于1992年，注册资本金是一亿元人民币。春庭公司作为一家发展中的房地产公司，面临着机遇和挑战，为了应对房地产行业激烈的市场竞争，春庭公司把它的战略目标定位：在近5到10年进入广州市行业十强。为了实现公司的战略目标，企业必须通过有效的人力资源管理，赢得竞争优势。但是春庭公司目前面临着人力资源管理困境，那就是人力资源管理措施不能和企业战略目标有效地结合，所以不利于公司实现战略目标。为了达成公司的战略目标，春庭公司必须有效地解决这些问题。本文采用理论与实践相结合的方法，首先介绍人力资源管理理论，然后分析公司目前的人力资源管理现状，通过调查问卷表，发现公司在人力资源管理方面存在的现实问题。最后从四个方面来分析解决问题的方法。首先是职务分析，其次介绍人力资源规划及其步骤，第三是运用平衡记分卡来设计绩效考核体系，确保所有员工的行为符合公司的经营战略。最后是按照公司的经营战略，公司预测不同类型的人才需求，考核现有雇员的表现并且制定人力资源规划。更多还原

【Abstract】 Chunting company is a real estate development company, to a state-owned industry group company in Guangzhou. It established in 1992 .Its registered capital is one hundred million RMB. Chunting company as a developing real estate company is facing challenges and opportunities. In order to challenge the fierce competition in the real estate industry, Chunting company has made its business strategy ,to became one of the top ten Guangzhou real estate development companies in 5-10 years . But Chunting company is facing human resource management problems, that is, its human resource management practices being not related to the strategic direction of the business, so they do not contribute to achieve the company’s business goals and help to improve the company’s development. In order to achieve the business strategic goals, Chunting company must successfully deal with the problems . It faces to help the company to upgrade its competition. The staff of human resource management department must update their concepts first and become the business strategic partners and make a plan for strategic human resource mission. Considering the business strategy and outside/inside environments, the human resource strategy should be consisted of four parts. The first is job analysis. The Second is using balance scored card to design the performance, appraisal system to ensure the behavior and the results of all employees meeting the business strategy. The third is according to the business strategy, the company forecast the demand for various types of talents, evaluate the performance of the present employees and then develop a strategic human resource planning. Finally, using pay benchmarking surveys and job evaluation to ensure competitiveness of the compensation.更多还原