内容发布更新时间 : 2025/6/24 2:54:15星期一 下面是文章的全部内容请认真阅读。
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
号
分
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
目 录
1 引言
2 民营企业人力资源管理相关概念
····································································································································
4
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
4.1 A 公司创业及发展历史 ······························································································ 5 4.2 A 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
4.3 A 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