GSC公司人力资源管理体系优化研究
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摘要
在激烈竞争的市场经济条件下,不管是跨国公司,还是中小型企业,不管是国有企业还是民营企业,都越来越广泛地认识到人力资源的重要性。人才的竞争已经成为所有竞争中最关键的因素。企业人力资源部门对组织整体效率和获利能力能起到重要的影响力,公司领导层积极致力于对企业人力资源管理体系的完善,人力资源管理在现代企业中扮演者越来越重要的角色。
广东南方通信建设有限公司(下面简称GSC公司)是中国最早从事通信网络建设与网络技术服务和通信增值服务的国有企业之一。经过多年的努力,GSC公司已成为业界有明显比较优势的通信系统专业技术服务提供商。但是在人力资源的管理方面,GSC公司也如同许多国有企业一样,存在着人力资源管理方面的问题,因此,利用现代企业人力资源管理的知识和理论来指导、完善和优化公司的人力资源管理体系非常重要。本研究采用定性与定量相结合的研究方法,在现代人力资源管理理论的指导下,对GSC公司目前人力资源管理存在的问题进行了研究,对公司目前在人力资源规划、招聘、培训、薪酬福利和绩效考核等方面存在的主要问题进行了分析,并在此基础上,提出了GSC公司人力资源管理体系优化的方案。本研究认为,GSC公司只有建立与企业发展战略相适应的,具有可操作性的人力资源管理制度,不断推动GSC公司的人力资源管理模式的转变与完善,才能在激烈的竞争中取得优势,并获得可持续发展。
Under the sharp competition conditions of market economy, no matter the multi-national corporations or small and medium sized enterprises (SME), no matter the state owned enterprises (SOE) or private owned enterprises, it is extensively recognized the importance of personnel; the competition of personnel has become the key factor in all competitions. The HR department of the enterprises has very important effects on the efficiency and ability in the getting profits of the whole organizations, the decision-making groups of the enterprises have actively work on the improvement of HR management system, and HR management plays a more and more important role in the modern enterprises.
Guangdong Nanfang Communication Consruction Limited Company(GSC) is one of the earliest state owned enterprises in China which is engaged in communication network contract and network service, provides the service of communication increment. After several years' efforts, GSC has become the preponderant professional technical provider of communication system in his area obviously. But in the HR management, the same as many other SOEs, GSC has belittled the HR development, and this kind of "belittling" is not in the mind, in people's mind, there has been the concept of "personnel is always the first", it is mainly reflected in the behavior, that is the HR management system is not guided by the knowledge and theories of modern enterprises HR management.
On the basis of the existing HR management of GSC and under the instruction of the modern HR management knowledge, theories and measures, this paper investigate and analyzed the main problems existing in the HR management in the aspects of the human resource strategy, recruitment, training, salary and performance appraisal, and brings forward the optimization scheme of HR management system. It tries to set up a HR management system that matches the enterprises and is to be operational, so to push the changes and consummating of the management model of GSC.
广东南方通信建设有限公司(下面简称GSC公司)是中国最早从事通信网络建设与网络技术服务和通信增值服务的国有企业之一。经过多年的努力,GSC公司已成为业界有明显比较优势的通信系统专业技术服务提供商。但是在人力资源的管理方面,GSC公司也如同许多国有企业一样,存在着人力资源管理方面的问题,因此,利用现代企业人力资源管理的知识和理论来指导、完善和优化公司的人力资源管理体系非常重要。本研究采用定性与定量相结合的研究方法,在现代人力资源管理理论的指导下,对GSC公司目前人力资源管理存在的问题进行了研究,对公司目前在人力资源规划、招聘、培训、薪酬福利和绩效考核等方面存在的主要问题进行了分析,并在此基础上,提出了GSC公司人力资源管理体系优化的方案。本研究认为,GSC公司只有建立与企业发展战略相适应的,具有可操作性的人力资源管理制度,不断推动GSC公司的人力资源管理模式的转变与完善,才能在激烈的竞争中取得优势,并获得可持续发展。
Under the sharp competition conditions of market economy, no matter the multi-national corporations or small and medium sized enterprises (SME), no matter the state owned enterprises (SOE) or private owned enterprises, it is extensively recognized the importance of personnel; the competition of personnel has become the key factor in all competitions. The HR department of the enterprises has very important effects on the efficiency and ability in the getting profits of the whole organizations, the decision-making groups of the enterprises have actively work on the improvement of HR management system, and HR management plays a more and more important role in the modern enterprises.
Guangdong Nanfang Communication Consruction Limited Company(GSC) is one of the earliest state owned enterprises in China which is engaged in communication network contract and network service, provides the service of communication increment. After several years' efforts, GSC has become the preponderant professional technical provider of communication system in his area obviously. But in the HR management, the same as many other SOEs, GSC has belittled the HR development, and this kind of "belittling" is not in the mind, in people's mind, there has been the concept of "personnel is always the first", it is mainly reflected in the behavior, that is the HR management system is not guided by the knowledge and theories of modern enterprises HR management.
On the basis of the existing HR management of GSC and under the instruction of the modern HR management knowledge, theories and measures, this paper investigate and analyzed the main problems existing in the HR management in the aspects of the human resource strategy, recruitment, training, salary and performance appraisal, and brings forward the optimization scheme of HR management system. It tries to set up a HR management system that matches the enterprises and is to be operational, so to push the changes and consummating of the management model of GSC.
引文
[1]陈锷,原二军.人力资源经理MBA强化教程.中国经济出版社,2002年10月
[2]崔毅编著.人力资源管理.上海人民出版社,2002年1月
[3]刘善仕主编.人力资源管理.华南理工大学出版社,2004年8月
[4]傅志明,汪邱磊著.企业人力资源管理系统再造.经济管理出版社,2002年11月
[5]陈国林.E-HR方案要量体裁衣.人力资源开发与管理,2003,10;56-57
[6]程烈.高效培训的标准五步法.人力资源开发与管理,2006,3;22-23
[7]段波.考评结果与薪酬挂钩策略.人力资源开发与管理,2005,9;45-46
[8]方振邦.基于平衡计分卡的绩效评价体系-以某合资制造类企业为例.人力资源开发与管理,2005,7;
[9]郭洪林主编.企业人力资源管理.清华大学出版社,2005年8月
[10]高立法,马志芳主编.企业人力资源诊断与治理.中国时代经济出版社,2004年1月
[11]高强 周桂花.培训效果怎么样?四层面来判断.人力资源开发与管理,2006,3;21-24
[12](美)约翰M·伊万切维奇(Ivancevich.J.M),(赵曙明著.人力资源管理.机械出版社,2005年8月
[13](美)劳埃德·拜厄斯,莱斯利·鲁著,李业昆译.人力资源管理.人民出版社,2004年1月
[14]蒋明新.人力资源开发与管理.成都;西南财经大学出版社,1999年10月
[15]林清杨.将E-HR进行到底.人力资源开发与管理,2003,10;26-27
[16]李芝山.绩效管理;价值、问题及策略.人力资源开发与管理,2006,2;29-31
[17]刘伟.绩效计划的制定流程.人力资源开发与管理,2005,7;22-23
[18]马东方.绩效衡量的四个陷阱.人力资源开发与管理,2002,7;31-34
[19]孟祥林.M公司绩效考核中的问题诊断与改进思路.人力资源开发与管理,2005,1;34-36
[20]彭剑峰,饶征.基于能力的人力资源管理.中国人民大学出版社,2002年1月
[21]沈育.绩效考核为何适得其反-从绩效考核到管理绩效.人力资源开发与管理,2006,3;56-57
[22](美)斯蒂芬·P·罗宾斯(Stephen P.Robbins)著.管理学.中国人民大学出版社,1997年4月
[23]斯密(英)著,唐日松译.国富论-西方经济学圣经译丛.华夏出版社,2005年1月
[24]韦文静.企业机构改革中薪酬体系的设计流程.人力资源开发与管理,2006,3;32-33
[25]吴少平编著.人力资源主管一日通.广东经济出版社,2004年1月
[26]吴凯琳.如何有效进行绩效评估.人力资源开发与管理,2005,9;17-22
[27]于雅楠、史桦鑫.基于宽带思想的薪酬体系应用.人力资源开发与管理,2003,10;25-28
[28]姚先国、方阳春.企业薪酬体系的效果研究综述.人力资源开发与管理,2005,6;33-36
[29]张一驰编著.人力资源管理教程.北京大学出版社。1999年9月;
[30]张海东.基于战略导向的人力资源管理体系研究.人力资源开发与管理,2005,7;12-13
[31]赵伟.案例研究;某企业员工薪酬体系的改革.人力资源开发与管理,2003,10;23-24
[32]赵筋.绩效管理的问题及解决之道.人力资源开发与管理,2002,11;44-49
[33]Becker B E,Huselid M A.High performance work systems and firm performance;a synthesis of research and managerial implications.Research in Personnel and Human Resources Management,2001,16,53-101
[34]Delaney J E,Huselid M A.The impact of human resource management practices on perceptions of organizational performance.Academy of Management Journal,1996,39(4);949-969
[35]Dyer L,Reeves T.Human resource strategies and firm performance;What do we know and where do we need to go? The World Congress of the International Industrial Relations Association.1995,May 31- June,4,Washington,DC
[36]Fey C F,Bjorkman I,Pavlovskaya A.The effect of human resource management practices on firm erformance in Russia.International Journal of Human Resource Management,2003,11(1),1-18
[37]Huselid M A.The impact of human resource management practices on turnover,productivity,and corporate financial performance.Academy of Management Journal,1995,38;635-672
[38]Kotey B,Slade P.Formal human resource management practices in small growing firms.Journal of Small Business Management,2005,43(1),16-40
[39]Mak K M,Akhtar S.Human resource management practices,strategic orientations and company performance;A correlation study of publicity listed companies.Journal of American Academy of Business,2003,2(2),510-515
[40]Panayotopoulou L, Papalexandris N. Examining the link between human resource management orientation and firm performance. Personnel Review, 2005, 33(5), 499-520
[41]Shirine L M. Managing the HRD function and service quality: A call for a new approach. Human Resource Development Quarterly, 2000, 11 (1): 81-86
[42]Snell S A, Dean J W. Integrated manufacturing and human resource management: A human capital perspective. Academy of Management Journal, 1999, 35, 467-504
[43]Whitener E M. Do "high commitment" human resource practices affect employee commitment? A cross-level analysis using hierarchical linear model. Journal of Management, 2001, 27: 515-535
[44]Wright P M, McCormick B, Sherman W S, McMahan G C. The role of human resource practices in Petro-chemical refinery performance. The International Journal of Human Resource Management, 1999, 10, 551-571
[45]Youndt M A, Snell S A, Dean J W, Lepak D P. Human resource management, manufacturing strategy, and firm performance. Academy of Management Journal, 1996, 39: 836-866
[2]崔毅编著.人力资源管理.上海人民出版社,2002年1月
[3]刘善仕主编.人力资源管理.华南理工大学出版社,2004年8月
[4]傅志明,汪邱磊著.企业人力资源管理系统再造.经济管理出版社,2002年11月
[5]陈国林.E-HR方案要量体裁衣.人力资源开发与管理,2003,10;56-57
[6]程烈.高效培训的标准五步法.人力资源开发与管理,2006,3;22-23
[7]段波.考评结果与薪酬挂钩策略.人力资源开发与管理,2005,9;45-46
[8]方振邦.基于平衡计分卡的绩效评价体系-以某合资制造类企业为例.人力资源开发与管理,2005,7;
[9]郭洪林主编.企业人力资源管理.清华大学出版社,2005年8月
[10]高立法,马志芳主编.企业人力资源诊断与治理.中国时代经济出版社,2004年1月
[11]高强 周桂花.培训效果怎么样?四层面来判断.人力资源开发与管理,2006,3;21-24
[12](美)约翰M·伊万切维奇(Ivancevich.J.M),(赵曙明著.人力资源管理.机械出版社,2005年8月
[13](美)劳埃德·拜厄斯,莱斯利·鲁著,李业昆译.人力资源管理.人民出版社,2004年1月
[14]蒋明新.人力资源开发与管理.成都;西南财经大学出版社,1999年10月
[15]林清杨.将E-HR进行到底.人力资源开发与管理,2003,10;26-27
[16]李芝山.绩效管理;价值、问题及策略.人力资源开发与管理,2006,2;29-31
[17]刘伟.绩效计划的制定流程.人力资源开发与管理,2005,7;22-23
[18]马东方.绩效衡量的四个陷阱.人力资源开发与管理,2002,7;31-34
[19]孟祥林.M公司绩效考核中的问题诊断与改进思路.人力资源开发与管理,2005,1;34-36
[20]彭剑峰,饶征.基于能力的人力资源管理.中国人民大学出版社,2002年1月
[21]沈育.绩效考核为何适得其反-从绩效考核到管理绩效.人力资源开发与管理,2006,3;56-57
[22](美)斯蒂芬·P·罗宾斯(Stephen P.Robbins)著.管理学.中国人民大学出版社,1997年4月
[23]斯密(英)著,唐日松译.国富论-西方经济学圣经译丛.华夏出版社,2005年1月
[24]韦文静.企业机构改革中薪酬体系的设计流程.人力资源开发与管理,2006,3;32-33
[25]吴少平编著.人力资源主管一日通.广东经济出版社,2004年1月
[26]吴凯琳.如何有效进行绩效评估.人力资源开发与管理,2005,9;17-22
[27]于雅楠、史桦鑫.基于宽带思想的薪酬体系应用.人力资源开发与管理,2003,10;25-28
[28]姚先国、方阳春.企业薪酬体系的效果研究综述.人力资源开发与管理,2005,6;33-36
[29]张一驰编著.人力资源管理教程.北京大学出版社。1999年9月;
[30]张海东.基于战略导向的人力资源管理体系研究.人力资源开发与管理,2005,7;12-13
[31]赵伟.案例研究;某企业员工薪酬体系的改革.人力资源开发与管理,2003,10;23-24
[32]赵筋.绩效管理的问题及解决之道.人力资源开发与管理,2002,11;44-49
[33]Becker B E,Huselid M A.High performance work systems and firm performance;a synthesis of research and managerial implications.Research in Personnel and Human Resources Management,2001,16,53-101
[34]Delaney J E,Huselid M A.The impact of human resource management practices on perceptions of organizational performance.Academy of Management Journal,1996,39(4);949-969
[35]Dyer L,Reeves T.Human resource strategies and firm performance;What do we know and where do we need to go? The World Congress of the International Industrial Relations Association.1995,May 31- June,4,Washington,DC
[36]Fey C F,Bjorkman I,Pavlovskaya A.The effect of human resource management practices on firm erformance in Russia.International Journal of Human Resource Management,2003,11(1),1-18
[37]Huselid M A.The impact of human resource management practices on turnover,productivity,and corporate financial performance.Academy of Management Journal,1995,38;635-672
[38]Kotey B,Slade P.Formal human resource management practices in small growing firms.Journal of Small Business Management,2005,43(1),16-40
[39]Mak K M,Akhtar S.Human resource management practices,strategic orientations and company performance;A correlation study of publicity listed companies.Journal of American Academy of Business,2003,2(2),510-515
[40]Panayotopoulou L, Papalexandris N. Examining the link between human resource management orientation and firm performance. Personnel Review, 2005, 33(5), 499-520
[41]Shirine L M. Managing the HRD function and service quality: A call for a new approach. Human Resource Development Quarterly, 2000, 11 (1): 81-86
[42]Snell S A, Dean J W. Integrated manufacturing and human resource management: A human capital perspective. Academy of Management Journal, 1999, 35, 467-504
[43]Whitener E M. Do "high commitment" human resource practices affect employee commitment? A cross-level analysis using hierarchical linear model. Journal of Management, 2001, 27: 515-535
[44]Wright P M, McCormick B, Sherman W S, McMahan G C. The role of human resource practices in Petro-chemical refinery performance. The International Journal of Human Resource Management, 1999, 10, 551-571
[45]Youndt M A, Snell S A, Dean J W, Lepak D P. Human resource management, manufacturing strategy, and firm performance. Academy of Management Journal, 1996, 39: 836-866