工商管理专业毕业论文完整版.docx

工商管理专业毕业论文完整版.docx

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工商管理专业毕业论文完整版

工商管理专业

学生毕业论文

题目：

民营企业人力资源管理问题及对策研究

学生姓名

学

分

号

院

专业班级

指导教师

中文摘要

摘要

随着中国市场经济的不断深化，企业竞争日趋激烈，人力资源作为最具

活力、最具发展前景、最具收益的战略资源，成为企业参与竞争和谋求发展的主

导因素。

人力资源是企业最重要的竞争资源。

本文通过定量调查、定性分析等方

式对浙江民营企业的人员招聘、培训、薪酬管理、绩效考核、激励措施等人力资

源管理问题进行了调查分析，认为民营企业在人力资源管理方面仍处于传统人事

管理阶段，人力资源管理机构定位低，对培训投入严重不足，且缺乏有效的激励

机制。

导致的原因有民营企业对人力资源管理重视程度不够，加上受传统中国人

情关系的影响，人力资源管理的目标不清，各种管理手段效果不佳。

且民营企业

生产部门效率不高、不能及时补充货源，销售部门应收帐款回收情况不理想等问

题都可以归结到人力资源管理中去解决。

要解决这一问题，不仅要提高认识，而

且要不断完善人力资源管理体系，在员工激励、人员配置和企业文化建设等方面

下功夫。

关键词：

民营企业；人力资源管理；问题分析；建议

II

1引言····································································································································4

2民营企业人力资源管理相关概念·······································································1

2.1民营企业概念与特点·································································································1

2.2人力资源管理的定义及其内容···············································································2

3民营企业加强人力资源管理的必要性·····························································3

3.1人力资源管理的一般作用························································································3

3.2民营企业的经营规模和人员规模不断扩大··························································4

3.3加强人力资源管理有助于提高民营企业的竞争力·············································4

3.4人力资源管理能够提高员工的工作绩效······························································4

4民营企业人力资源管理案例分析·······································································5

4.1A公司创业及发展历史······························································································5

4.2A公司人力资源管理现状··························································································6

4.2.1人力资源管理职能挂在总经理办公室······································································7

4.2.2人力资源制度分散在各岗位制度中··········································································7

4.2.3有较为明确的薪酬奖励体系······················································································7

4.3A公司人力资源管理问题及原因·············································································7

4.3.1民营企业管理者自身素质和观念问题······································································7

4.3.2缺乏人力资源的战略规划·························································································7

4.3.3机构设置不到位，缺乏专业的人力资源管理者·······················································8

4.3.4企业薪酬激励约束制度不到位··················································································8

4.3.5民营企业的人员流失严重并缺乏控制······································································9

4.3.6家族式管理模式使人力资源获取存在封闭性···························································9

4.3.7对职位没有进行详细的工作分析············································································10

5民营企业走出人力资源管理困境的对策······················································10

5.1制定人力资源规划，形成有效的人才梯队························································10

5.1.1制定人力资源规划···································································································10

5.1.2形成有效的人才梯队·······························································································11

5.2内部招聘与外部招聘结合的招聘方式································································11

5.3实施现代人力资源管理方案··················································································12

5.2.1人力资源规范化管理——3P模式···········································································12

5.2.2对管理人员实行年薪制···························································································13

5.4民营企业管理资源不足，可实施人事外包························································14

5.5建立富有凝聚力的企业文化··················································································14

III

结论··································································································································16

致谢··································································································································17

参考文献·····························································································································18

1引言

改革开放以来，我国各行各业都涌现出了一大批“风光一时”的企业和企业

家。

但随着大批企业在发展过程中在经济现象中走出“倒U曲线”，一批又一批

IV

的企业家也就随风而逝。

从整体看，民营企业的发展状况比国营企业在许多方面

甚至还要艰难些，很多企业都呈现出“昙花一现，步履维艰”的现象。

进入知识

经济时代后，我国的企业迫切需要高素质的人力资源。

但是企业自产生时就由于

各种历史原因导致企业本身先天不足，而在其发展中又由于低水平的管理模式，

落后的人才观念，不完善的薪酬制度，缺乏沟通与交流，忽视员工的学习、培训

及人才自身事业的发展和职业生涯规划，还有企业主的人格缺陷等使得企业的发

展受困于自身的“人才陷阱”。

即一方面急需高素质的人才，另一方面在得到高

素质的人才后很难凭着有效的人力资源管理在较长时间内留住人才，并发挥其最

大潜能。

民营企业独具的灵活性和创新性，使其无论是在企业数量还是提供就业机会

上都对我国的国民经济作出了重要的贡献，在我国国民经济中占有重要的地位。

尽管民营企业在如此环境中不断发展壮大，为社会稳定、经济发展作出了不可忽

视的贡献，但由于其自身的、历史的原因，在发展的过程中急需规范管理。

目前

我国有很大一部分民营企业在人力资源方面存在众多的问题，没有建立起真正意

义上的人力资源战略体系。

据统计GDP的50%以上，社会就业岗位的70%以上都

来自民营民营企业。

而据对民营企业调查，被问到制约企业发展最重要的资源时，

63%企业主认为是融资，47%回答是产品销售，