武钢港务公司关键岗位特征分析与优化
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摘要
随着我国对外贸易量,尤其是港口贸易量的迅速增长,我国港口企业面临着前所未有的历史机遇和挑战。港口贸易量的持续增长给港口带来了充足的货源,但同时高速增长的货物周转量对港口的生产能力提出了更高的要求。在企业规模和经济实力既定的情况下,如何通过人力资源管理模式的优化来提高港口的生产能力,成为了一个热门话题。
本文通过对关键岗位和岗位分析等方面的一系列文献研究,结合在我国内河港口企业——武钢港务公司的实证调研,选用文献研究法、个人访谈法、问卷调查法、现场观察法、工作日志法等多种现有的科学方法,对武钢港务公司的关键岗位进行了界定。并根据前期的调研数据,结合各车间的职责条例和工艺流程,分析了关键岗位的工作职责与内容,影响定员的因素等特征。然后根据这些特征,综合考虑设备利用率、机器功能及特点、休假制度等各方面的可控因素,建立起港务公司关键岗位的定员模型,以达到进一步优化人员数量,提高工作满意度,增加企业效益,明确职责范围,减少工作摩擦等效果。本文的研究,有利于港口型企业关键岗位的定位与优化,具有一定的现实意义。但由于笔者能力有限,故本文的模型推广还存在一些需要继续深入研究之处,期待本文能起到一个抛砖引玉的作用,引起更多学者对此问题的研究和探索。
With the high development of export trade, especially port trade, port enterprises are facing unprecedented historical opportunities and challenges in China. The continuous growth of port trade volume brings adequate supply, at the same time, rapid growth of production turnover asks for grater productivity. It has become a hot topic that how to improve productive capacity of the port through the optimization of human resources management under the given situation.
Based on literature study of key positions and job analysis, combined with the empirical research on China inland port enterprises - WISCO Port Enterprises, the researcher choose a variety of existing scientific methods to defined the key positions of WISCO Port Enterprises, which include literature study, personal interviews, questionnaires, observation, work log and so on. According to preliminary research data, combined with the duty regulations and processes of each workshop, the researcher analyzed the characteristics of job duties and content, and factors affecting the allocation of key positions. Then according to these features, considering the equipment utilization, functions and features of machine, vacation system and other aspects of the controllable factors, the author establish an allocation model of key positions in WISCO Port Enterprises. We expect this model could achieve the effect of further optimization of allocation, improve satisfaction of job, increase business effective, clear terms of reference, reduce friction and so on. This study will help the port enterprises locate and optimization key positions, has a certain practical significance. However, due to the limited capacity of the author, there are still some needs to continue promoting in-depth study of the model, hoping that the model can lead to more academic research and exploration on this issue.
本文通过对关键岗位和岗位分析等方面的一系列文献研究,结合在我国内河港口企业——武钢港务公司的实证调研,选用文献研究法、个人访谈法、问卷调查法、现场观察法、工作日志法等多种现有的科学方法,对武钢港务公司的关键岗位进行了界定。并根据前期的调研数据,结合各车间的职责条例和工艺流程,分析了关键岗位的工作职责与内容,影响定员的因素等特征。然后根据这些特征,综合考虑设备利用率、机器功能及特点、休假制度等各方面的可控因素,建立起港务公司关键岗位的定员模型,以达到进一步优化人员数量,提高工作满意度,增加企业效益,明确职责范围,减少工作摩擦等效果。本文的研究,有利于港口型企业关键岗位的定位与优化,具有一定的现实意义。但由于笔者能力有限,故本文的模型推广还存在一些需要继续深入研究之处,期待本文能起到一个抛砖引玉的作用,引起更多学者对此问题的研究和探索。
With the high development of export trade, especially port trade, port enterprises are facing unprecedented historical opportunities and challenges in China. The continuous growth of port trade volume brings adequate supply, at the same time, rapid growth of production turnover asks for grater productivity. It has become a hot topic that how to improve productive capacity of the port through the optimization of human resources management under the given situation.
Based on literature study of key positions and job analysis, combined with the empirical research on China inland port enterprises - WISCO Port Enterprises, the researcher choose a variety of existing scientific methods to defined the key positions of WISCO Port Enterprises, which include literature study, personal interviews, questionnaires, observation, work log and so on. According to preliminary research data, combined with the duty regulations and processes of each workshop, the researcher analyzed the characteristics of job duties and content, and factors affecting the allocation of key positions. Then according to these features, considering the equipment utilization, functions and features of machine, vacation system and other aspects of the controllable factors, the author establish an allocation model of key positions in WISCO Port Enterprises. We expect this model could achieve the effect of further optimization of allocation, improve satisfaction of job, increase business effective, clear terms of reference, reduce friction and so on. This study will help the port enterprises locate and optimization key positions, has a certain practical significance. However, due to the limited capacity of the author, there are still some needs to continue promoting in-depth study of the model, hoping that the model can lead to more academic research and exploration on this issue.
引文
[1]宋向清.关键岗位空缺的危害及防范[J].企业改革与管理,2003(11):42~43.
[2]李文芳,李文军.基于国际惯例的人力资源管理[J].重庆科技学院学报:社会科学版,2009(3):119.
[3] Mark A. Huselid. The Workforce Scorecard: Managing Human Capital To Execute Strategy[M]. Harvard Business School Press, 2005
[4]魏新,刘苑辉,黄爱华.人力资源管理概论[M].广州:华南理工大学出版社,2007.
[5]张江燕,樊晓熙,陈立化.正略钧策看人力资源管理[M].北京:人民邮政出版社,2007.
[6]左建生,徐克成,牛立志,万粤涛,廖春英.建立实效型人力资源管理机制[J].中国医院,2011(1):15~16.
[7]李红.企业人力资源的储备管理[J].机械制造,2009(2):67~69.
[8]刘大东.关于关键岗位界定问题,http://www.timeceo.cn,2006-11-4.
[9]胡斌,邵祖峰.企业关键岗位管理人员甄选定性模拟方法及原型系统[J].系统工程理论与实践,2004(11):15~21.
[10]冉斌.岗位价值评估六步法[M].北京:中国经济出版社,2004.
[11]安鸿章.工作岗位的分析技术与应用[M].天津:南开大学出版社,2001:11~48.
[12]刁柏青,乔迪.人力资源管理数据仓库建设方案设计与实现[J].电力信息化。2011(2):80~83.
[13]何娟.人力资源管理[M].天津:天津大学出版社,2000:42~60.
[14]罗东妹.浅谈施工企业人力资源如何转化为人力资本[J].山西建筑,2011(4):250~251.
[15]徐国华.管理学[M].北京:清华大学出版社,1999:45~50.
[16]张一驰.人力资源管理教程[M].北京:北京大学出版社,2001:31~35.
[17]斯蒂芬·P·罗宾斯.组织行为学[M].北京:中国人民大学出版社,1997:110~116.
[18]林戈.工作分析——人力资源管理的基本的工具[J].人力资源管理技术,2001(5):22~23.
[19]尹峰.工作分析—规范组织人力资源管理的基础[J].乌鲁木齐职业大学学报,2002(11):61~67.
[20]杨杰,方俐洛,凌文辁,李耀章,苏家文.工作分析的工具及其选择策略[J].应用心理,2001(3):51~56.
[21]安鸿章.岗位胜任力模型的构建与完善[J].人力资源,2003(4):42~45.
[22] Lawrence·S·Kleiman. Human Resource Management[M].英文影印版.机械工业出版社,1998:188
[23] Gary Dessler. Human Resource Management. Seventh Edition[M]. Prentice- HallInternational.Inc.1997: 261
[24] George T. Milkovick, John W. Houdrcau. Human Resource Management[M]. The United Stales of American, 1991
[25]张莉洁.工作分析——企业人力资源工作的基石[J].中国人力资源开发,2004(4):43~45.
[26]胡顺华.岗位设计创新——由刚性岗位涉及到柔性岗位设计[J].企业研究,2003(1):56~60.
[27]安鸿章.企业人力资源管理人员[M].北京:中国劳动社会保障部,2002:30~33.
[28]张德.人力资源开发与管理[M].北京:清华大学出版社,1996:58,92.
[29]文章代,侯书森.人本管理[M].北京:石油大学出版社,1999:45~50.
[30]柳剑,白云,朱晓红.人力资源的量化管理[M].北京:中国纺织出版社,2003:14,45.
[31] Frederic. M.Wan. Mathematical Models and their Analysis[M]. Harper & RowPublishers, 1993
[32] A.D.Chandler Jr. The Visible Hand: The Managerial Revolution in American Business[M]. The Belknap Press. 1977
[33] J.Storey. Developments in The Management of Human Resource[M]. London: Blackwell, 1992
[34] Neal. A.Griffin. Developing a Model of Individual Performance for Human Resource Management[J]. Asina Pacific Journal of Human Resources. 1999, 37(2): 45～59
[35] Chadwick, Cappelli. Alternatives to Generic Strategy Typologies in Strategic Human Resource Management. Research in Personnel and Human Resources Managementt[J]. 1999: 4
[36] Ellene, Zimmerman. What Are Employees Worth[J]. Workforce, 2001(2): 37
[37] Schultz, Theodore. Investment in Human Capital[J]. The American Economic Review, 1961, 51(1): 1~17
[38] Coleman. Social Capital in The Creation of Human Capital[J]. American Journal of Sociology, 1988, 94: 95~120
[2]李文芳,李文军.基于国际惯例的人力资源管理[J].重庆科技学院学报:社会科学版,2009(3):119.
[3] Mark A. Huselid. The Workforce Scorecard: Managing Human Capital To Execute Strategy[M]. Harvard Business School Press, 2005
[4]魏新,刘苑辉,黄爱华.人力资源管理概论[M].广州:华南理工大学出版社,2007.
[5]张江燕,樊晓熙,陈立化.正略钧策看人力资源管理[M].北京:人民邮政出版社,2007.
[6]左建生,徐克成,牛立志,万粤涛,廖春英.建立实效型人力资源管理机制[J].中国医院,2011(1):15~16.
[7]李红.企业人力资源的储备管理[J].机械制造,2009(2):67~69.
[8]刘大东.关于关键岗位界定问题,http://www.timeceo.cn,2006-11-4.
[9]胡斌,邵祖峰.企业关键岗位管理人员甄选定性模拟方法及原型系统[J].系统工程理论与实践,2004(11):15~21.
[10]冉斌.岗位价值评估六步法[M].北京:中国经济出版社,2004.
[11]安鸿章.工作岗位的分析技术与应用[M].天津:南开大学出版社,2001:11~48.
[12]刁柏青,乔迪.人力资源管理数据仓库建设方案设计与实现[J].电力信息化。2011(2):80~83.
[13]何娟.人力资源管理[M].天津:天津大学出版社,2000:42~60.
[14]罗东妹.浅谈施工企业人力资源如何转化为人力资本[J].山西建筑,2011(4):250~251.
[15]徐国华.管理学[M].北京:清华大学出版社,1999:45~50.
[16]张一驰.人力资源管理教程[M].北京:北京大学出版社,2001:31~35.
[17]斯蒂芬·P·罗宾斯.组织行为学[M].北京:中国人民大学出版社,1997:110~116.
[18]林戈.工作分析——人力资源管理的基本的工具[J].人力资源管理技术,2001(5):22~23.
[19]尹峰.工作分析—规范组织人力资源管理的基础[J].乌鲁木齐职业大学学报,2002(11):61~67.
[20]杨杰,方俐洛,凌文辁,李耀章,苏家文.工作分析的工具及其选择策略[J].应用心理,2001(3):51~56.
[21]安鸿章.岗位胜任力模型的构建与完善[J].人力资源,2003(4):42~45.
[22] Lawrence·S·Kleiman. Human Resource Management[M].英文影印版.机械工业出版社,1998:188
[23] Gary Dessler. Human Resource Management. Seventh Edition[M]. Prentice- HallInternational.Inc.1997: 261
[24] George T. Milkovick, John W. Houdrcau. Human Resource Management[M]. The United Stales of American, 1991
[25]张莉洁.工作分析——企业人力资源工作的基石[J].中国人力资源开发,2004(4):43~45.
[26]胡顺华.岗位设计创新——由刚性岗位涉及到柔性岗位设计[J].企业研究,2003(1):56~60.
[27]安鸿章.企业人力资源管理人员[M].北京:中国劳动社会保障部,2002:30~33.
[28]张德.人力资源开发与管理[M].北京:清华大学出版社,1996:58,92.
[29]文章代,侯书森.人本管理[M].北京:石油大学出版社,1999:45~50.
[30]柳剑,白云,朱晓红.人力资源的量化管理[M].北京:中国纺织出版社,2003:14,45.
[31] Frederic. M.Wan. Mathematical Models and their Analysis[M]. Harper & RowPublishers, 1993
[32] A.D.Chandler Jr. The Visible Hand: The Managerial Revolution in American Business[M]. The Belknap Press. 1977
[33] J.Storey. Developments in The Management of Human Resource[M]. London: Blackwell, 1992
[34] Neal. A.Griffin. Developing a Model of Individual Performance for Human Resource Management[J]. Asina Pacific Journal of Human Resources. 1999, 37(2): 45～59
[35] Chadwick, Cappelli. Alternatives to Generic Strategy Typologies in Strategic Human Resource Management. Research in Personnel and Human Resources Managementt[J]. 1999: 4
[36] Ellene, Zimmerman. What Are Employees Worth[J]. Workforce, 2001(2): 37
[37] Schultz, Theodore. Investment in Human Capital[J]. The American Economic Review, 1961, 51(1): 1~17
[38] Coleman. Social Capital in The Creation of Human Capital[J]. American Journal of Sociology, 1988, 94: 95~120