中铁一院人力资源协同管理机制构建研究
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摘要
进入21世纪以来,随着国有大中型企业改革的深入,企业集团的形成和规模扩张速度逐渐加快,母子公司也成为了企业集团最重要的组织形式。但实践中,作为同等法人实体地位的两个组织,在同样的市场经济环境,以利益为中心的博弈驱动,使母子公司在管理模式上增加了新的难度,如过于集权,对于子公司的日常经营活动干涉太多,会扰乱子公司的正常经营,过于分权则有可能会损失投资主体母公司的利益。因此寻求一种管理机制来发挥母子公司协同效应,促进母子公司良性发展,已成为业界学者新的课题。
本文通过对中国铁道建筑工程总公司铁道第一勘察设计院集团有限公司(下称中铁一院)实施主辅分离、辅业改制后形成的母子公司进行深入剖析,在总结人力资源管理和母子公司控制理论的基础上,通过可行性的分析论证。提出:构建中铁一院人力资源协同管理机制,应以文化协同为前提,创建学习型组织和内部人才市场两个平台,通过对公司内部人力资源层次管理,用好人力资源管理战略规划、招聘、培训、流动、薪酬五种手段,使得中铁一院及各辅业改制公司相辅相承,从深层次上形成统一的有机体,实现整合优势
Since entering 21st century, with the deepening of the reform of state-run large and medium-sized enterprise, the forming and scale enlargement speed of the enterprise group are accelerated gradually. The parent company and subsidiary company have become the most important organizational form of enterprise group too. But in practice, as two organizations of the equal position of legal person's entity, in the same market economy environment, the chess match taking interests as the centre is driven, make the parent company and subsidiary company increase the new difficulty in the management mode, such as overly centralization of state power, interfere too much as to the daily business activities of the subsidiary, will upset the managing normally of the subsidiary. But too fraction will probably lose the interests of the parent company of the investment subject. So seeking a kind of mechanism of management to give play to the cooperative effect of parent company and subsidiary company, promote the benign development of the parent company and subsidiary company, has already become industry scholar's new subject.
This issue pass through the First Railway Survey and Design Institute Corporation (Group), China Railway of China, parent company and subsidiary company which the complementing industry forms after reforming system to dissect thoroughly, on the basis of summarizing manpower resources management and control theory of the parent company and subsidiary company, through the analysis demonstration of feasibility. Propose: Railway Office one human resources in coordination with mechanism of management, should with culture in coordination with question before being construct, establish studying type two platforms of organizing and internal human resources pool, through managing to the human resources level inside the company, make good use of five kinds of means of strategical planning, recruiting, training, flowing, salary of manpower resources management, Railway Office one and each complementing industry reform system the company supplements and complements each other to enable and pass the imperial examinations, form the unified organism from the level of Shenzhen, realize mother shuts the advantage
本文通过对中国铁道建筑工程总公司铁道第一勘察设计院集团有限公司(下称中铁一院)实施主辅分离、辅业改制后形成的母子公司进行深入剖析,在总结人力资源管理和母子公司控制理论的基础上,通过可行性的分析论证。提出:构建中铁一院人力资源协同管理机制,应以文化协同为前提,创建学习型组织和内部人才市场两个平台,通过对公司内部人力资源层次管理,用好人力资源管理战略规划、招聘、培训、流动、薪酬五种手段,使得中铁一院及各辅业改制公司相辅相承,从深层次上形成统一的有机体,实现整合优势
Since entering 21st century, with the deepening of the reform of state-run large and medium-sized enterprise, the forming and scale enlargement speed of the enterprise group are accelerated gradually. The parent company and subsidiary company have become the most important organizational form of enterprise group too. But in practice, as two organizations of the equal position of legal person's entity, in the same market economy environment, the chess match taking interests as the centre is driven, make the parent company and subsidiary company increase the new difficulty in the management mode, such as overly centralization of state power, interfere too much as to the daily business activities of the subsidiary, will upset the managing normally of the subsidiary. But too fraction will probably lose the interests of the parent company of the investment subject. So seeking a kind of mechanism of management to give play to the cooperative effect of parent company and subsidiary company, promote the benign development of the parent company and subsidiary company, has already become industry scholar's new subject.
This issue pass through the First Railway Survey and Design Institute Corporation (Group), China Railway of China, parent company and subsidiary company which the complementing industry forms after reforming system to dissect thoroughly, on the basis of summarizing manpower resources management and control theory of the parent company and subsidiary company, through the analysis demonstration of feasibility. Propose: Railway Office one human resources in coordination with mechanism of management, should with culture in coordination with question before being construct, establish studying type two platforms of organizing and internal human resources pool, through managing to the human resources level inside the company, make good use of five kinds of means of strategical planning, recruiting, training, flowing, salary of manpower resources management, Railway Office one and each complementing industry reform system the company supplements and complements each other to enable and pass the imperial examinations, form the unified organism from the level of Shenzhen, realize mother shuts the advantage
引文
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[15]Andrew Campbell,Kathleen Sommers Luchs著,任海通、龙大伟译.战略协同[M].北京:机械工业出版社,2004
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[24]赵振智,孙燕芳.论我国集团公司完善管理控制系统的必要性[J].经济师,2002(07)
[25]王强,王鲁平,周小耀.管理控制系统的概念框架[J].管理科学,2003(10)
[26]张文魁.大型企业集团管理体制研究:组织结构、管理控制与公司治理[J].改革,2003(01)
[27]王东民.建立有效的企业集团内部控制机制[J].企业经济,2003(10)
[28]陆友桂,仇向洋.母子公司管理控制模式研究[J].现代管理科学,2004(10)
[29]苏方国,赵曙明.系统化人力资源实践与企业竞争优势[J].中国经济与管理,2003(02)
[30]Susan E.Jackson.Managing Human Resources:Through Strategic Partnerships[M].北京:清华大学出版社,2004
[31]Baliga,B.R.& Jaeger,A.M.Multinational Delegation Issues[J].Journal of International:Control Systems and Studies,1984(Fa11)
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[2]颜士梅.国外战略性人力资源管理研究综述[J].外国经济与管理,2003(09)
[3]刘善仕,刘辉健,翁赛珠.西方最佳人力资源管理模式研究[J].外国经济与管理,2005(03)
[4]陶向南,赵曙明.国际企业人力资源管理研究述评[J].外国经济与管理,2005(02)
[5]李晔,龙立荣.组织公平感研究对人力资源管理的启示[J].外国经济与管理,2003(02)
[6]赵曙明,吴慈生,徐军.企业集团成长与人力资源管理的关系研究[J].中国软科学,2002(09)
[7]张维迎.企业理论与中国企业改革[M].北京:北京大学出版社,2000
[8]斯蒂芬.P.罗宾斯.组织行为学[M].北京:中国人民大学出版社,2004
[9]陈章连.正确处理主辅分离辅业改制工作中的若干关系[J].铁道经济研究,2004(01)
[10]刘莹.铁路运输企业分离理论问题及相关分析模型研究[J].铁道运输与经济,2004(03)
[11]李祖齐.国有大中型勘察设计院主辅分离辅业改制探讨[J].2005(04)
[12]陶凤鸣,孟卫东.跨国公司海外子公司人力资源管理研究述评[J].亚太经济,2005(04)
[13]李哗,龙立荣.组织公平感研究对人力资源管理的启示[J].外国经济与管理,2003(02)
[14]韩伯棠,杨业功,姜莹.基于企业核心竞争力的资源协同分析[J].企业经济,2004(02)
[15]Andrew Campbell,Kathleen Sommers Luchs著,任海通、龙大伟译.战略协同[M].北京:机械工业出版社,2004
[16]迈克尔·波特,陈小悦译.竞争优势[M].北京:华夏出版社,2002
[17]银温泉,减跃茹.中国企业集团体制模式.北京:中国计划出版社,2001
[18]杨忠.跨国公司控制合资企业机制研究[M].南京:江苏人民出版社,2002
[19]王璞.母子公司管理[M].北京:中信出版社,2003
[20]葛京,杨莉,李武.跨国企业集团管理[M].北京:机械工业出版社,2003
[21]周国来,郭凉杰,杨波,付小平.战略基础:集团公司管控模式设计[M].北京:经济科学出版社,2004
[22]帕拉哈拉德.CK.伊夫多茨.跨国公司的使命[M].北京:华夏出版社,2001
[23]高勇强,田志龙.母公司对子公司的管理和控制模式研究[J].南开管理评论,2002(04)
[24]赵振智,孙燕芳.论我国集团公司完善管理控制系统的必要性[J].经济师,2002(07)
[25]王强,王鲁平,周小耀.管理控制系统的概念框架[J].管理科学,2003(10)
[26]张文魁.大型企业集团管理体制研究:组织结构、管理控制与公司治理[J].改革,2003(01)
[27]王东民.建立有效的企业集团内部控制机制[J].企业经济,2003(10)
[28]陆友桂,仇向洋.母子公司管理控制模式研究[J].现代管理科学,2004(10)
[29]苏方国,赵曙明.系统化人力资源实践与企业竞争优势[J].中国经济与管理,2003(02)
[30]Susan E.Jackson.Managing Human Resources:Through Strategic Partnerships[M].北京:清华大学出版社,2004
[31]Baliga,B.R.& Jaeger,A.M.Multinational Delegation Issues[J].Journal of International:Control Systems and Studies,1984(Fa11)
[32]Barney.Firm resources and sustained competitive advantage[J].Journal of Management,1991(17)