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MBA硕士毕业论文_M公司HRBP管理机制研究

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内容简介
企业管理理论的创新伴随着全球经济一体化的发展而来,在新的应用场景中企业管理 者对人力资源管理提出了更高的要求。企业在经营发展壮大的过程中逐步意识到人力资本 已经成为企业提升市场竞争能力,应对复杂多变的经营环境的关键因素。在这样的现实状 况之下,国内企业,尤其是大中型生产企业越来越重视人力资源部门,希望人力资源部门 能从传统的人事管理视角转变为多元化视角,能从“行政管理”的转变成为真正的经营管 理,从而使企业价值得到更好的实现。由此,诞生了一种全新的人力资源管理模式,人力 资源合作伙伴(Human Resources Business Partner,HRBP)逐渐走入企业管理者的视野(以 下文中均以 HRBP 简称出现,在此进行简要说明)。 HRBP 区别于传统的人力资源,它是业务部门与人力资源部的连接纽带,需要了解业 务,真正从业务发展的客观现状出发提供专业的人力资源服务,从而驱动业务发展,为业 务部门提供前瞻性的战略地图,同时以企业战略为导向,引领人力资本向企业价值转移。 本文以三支柱理论作为指导,通过文献研究法、观察法、问卷调查法及访谈法对 CM 公司的 HRBP 管理机制现状进行分析,通过定性分析与定量分析,结合企业经营管理的客 观事实,剖析 CM 公司 HRBP 管理中存在的问题。根据分析结果,结合相关公司的成功经 验,对 CM 公司 HRBP 管理体系构建进行科学的设计,并针对方案的实施提出相应的保障 措施。 本文通过对 CM 公司 HRBP 管理机制进行实证研究,从学术的视角追求探寻一套适合 大中型科技企业 HRBP 科学合理的管理思路、方法,丰富三支柱理论的实践经验,为今后 大中型科技企业 HRBP 管理研究提供一个有益的借鉴和参考。 关键词:人力资源业务伙伴;三支柱;管理机制II Abstract With the in-depth development of economic globalization, enterprise management theories are constantly innovating, and enterprises have put forward higher requirements for human resource management in new application scenarios. In the process of business development and growth, companies have gradually realized that human capital has become a strategic capital for companies to enhance their market competitiveness, cope with the complex and changing operating environment, and lead the development of the industry. Under such a realistic situation, domestic enterprises, especially large and medium-sized production enterprises, are paying more and more attention to the human resources department, hoping that the human resources department can change from the traditional personnel management perspective to a diversified perspective, and from the role of "administrative commissioner" And really participate in the company's business management activities, and work closely with business departments to better realize corporate value. At this time, a new human resources management model-Human Resources Business Partner (HRBP) has entered people's vision (hereafter referred to as HRBP abbreviation, here for a brief description). HRBP is different from traditional human resources. It is the link between the business department and the human resources department. It needs to understand the business and truly provide professional human resources services from the objective status quo of business development, thereby driving business development and providing forward-looking for the business department. At the same time, it is guided by corporate strategy, leading human capital to corporate value transfer. This article takes the three-pillar theory as a guide, analyzes the current status of CMBP’s HRBP management mechanism through literature research, observation, and interviews, and analyzes CM’s HRBP management based on actual conditions through a combination of qualitative and quantitative research methods. Existing problems. According to the analysis results, combined with the successful experience of related companies, the scientific design of the CMBP HRBP management system construction, and the corresponding guarantee measures for the implementation of the program. Through empirical research on the HRBP management mechanism of CM companies, this article seeks to explore a set of scientific and reasonable management ideas and methods suitable for large and medium-sized technology companies' HRBP from an academic perspective, and enriches the practical experience of the three-pillar theory for future HRBP management of large and medium-sized technology companies Research provides a useful reference and reference. Keywords: HRBP/Three pillars of human resources/Management MechanismIII 目 录 摘要..............................................................................................................................................I Abstract .......................................................................................................................................... II 图表目录........................................................................................................................................V 第一章 绪论...................................................................................................................................1 1.1 研究背景及意义..................................................................................................................1 1.2 文献综述..............................................................................................................................1 1.2.1 国外研究现状...................................................................................................................1 1.2.2 国内研究现状...............................................................................................................5 1.3 研究内容和框架..................................................................................................................8 1.3.1 研究方法.......................................................................................................................8 1.3.2 研究内容及框架...........................................................................................................9 第二章 公司概况及 HRBP 管理机制的现状 ............................................................................11 2.1 公司发展概况.................................................................................................................... 11 2.1.1 CM 公司概况............................................................................................................... 11 2.1.2 人力资源组织架构.....................................................................................................12 2.2 CM 公司 HRBP 管理机制现状 .........................................................................................15 2.2.1 HRBP 管理机制推行的原因 ......................................................................................15 2.2.2 HRBP 管理机制简介 ..................................................................................................16 2.3 工作机制中的问题与冲突................................................................................................18 2.4 本章小结............................................................................................................................20 第三章 CM 公司 HRBP 管理机制问题及分析.........................................................................21 3.1 问卷调查与访谈................................................................................................................21 3.1.1 问卷调查.....................................................................................................................21 3.1.2 调查总结报告.............................................................................................................24 3.1.3 管理人员访谈.............................................................................................................25 3.1.4 访谈结果.....................................................................................................................26 3.2 问题聚焦与分析................................................................................................................27 3.2.1 HRBP 角色定位的问题分析 ......................................................................................27 3.2.2 HRBP 组织发展不平衡问题分析 ..............................................................................28IV 3.2.3 企业环境不支持的问题分析.....................................................................................29 3.2.4 HRBP 胜任力的问题分析 ..........................................................................................30 3.3 本章小结............................................................................................................................31 第四章 HRBP 管理机制优化措施 .............................................................................................32 4.1 CM 公司 HRBP 机制优化思路 .........................................................................................32 4.2 CM 公司 HRBP 机制优化措施 .........................................................................................32 4.2.1 组织保障与变革文化宣贯.........................................................................................32 4.2.2 明确 HRBP 角色定位 ................................................................................................33 4.2.3 人力资源组织架构优化.............................................................................................36 4.2.4 打造业务单元 HRBP 专家 ........................................................................................37 4.3 推进过程中的注意事项和落实保障 ................................................................................40 4.3.1 实施前的适用性论证.................................................................................................41 4.3.2 实施中需有清晰的步骤.............................................................................................41 4.3.3 实施后进行效果反馈再次调整.................................................................................42 结论与展望...................................................................................................................................43 1.研究主要结论.....................................................................................................................43 2.研究不足.............................................................................................................................44 3.研究展望.............................................................................................................................44

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