摘 要
21 世紀，人才逐漸成為了企業取得和保持競爭優勢的關鍵因素，合理利用人才，充分發揮人才的潛質，是企業管理需要突破的重點，即只有加強人力資源管理，才能夠提升企業的核心競爭力。與此同時，近年來，由于國內外經濟環境不景氣，許多行業面臨緊縮，國內外企業人力資源管理危機不斷發生，嚴重威脅著企業的生存與發展。我國的國有支柱企業主要都是國有控股企業，這些企業涉及交通運輸、電力、通信等行業，關系到國家的經濟命脈，其持續發展水平對于我國經濟的健康發展有著重要的意義。當前，國有控股企業面臨著前所未來的競爭壓力，國有企業加強人力資源管理，處理好人力資源委托代理危機，減少人才外流，是國有控股企業亟待解決的問題。
文章在對國有控股企業的人力資源委托代理危機的現狀進行綜合分析的基礎上，依據委托代理、人力資源管理等基礎理論，對國有控股企業人力資源委托代理危機形成的機理進行相關探討，對委托代理危機形成的過程模型進行演繹，對形成委托代理危機的類別進行識別，并根據代理人效用、委托人效用和多重委托對決策的影響，初步構建了國有控股企業人力資源委托代理危機的評估模型；依據該模型的思想，對株冶集團人力資源委托代理的現實危機進行了評估，提出了相關解決對策。文章基于人力資源委托代理存在多樣性的特點，得出 :國有控股企業應重視人力資源委托代理危機的防范、建立專業危機評估團隊、形成防范機制、加大代理人監管成本和激勵成本的投入、注重激勵的有效性、完善和優化用人機制、建立科學的績效考評體系。本研究對國有控股企業人力資源委托代理危機的處理提供了有價值的理論探討和實踐指導。
關鍵詞：國有控股企業；人力資源管理；委托代理；危機評估
ABSTRACT
As is known to all, under the background of new era, talent has becomethe enterprises to achieve and maintain competitive advantage of the keyfactors, rational use of personnel, give full play to the talent of thepotential is enterprise management needs to break through the key, thatonly strengthen the management of human resources, to enhance the corecompetitiveness of enterprises. At the same time, in recent years, due tothe downturn in the economic environment at home and abroad, manyindustry faces a crunch, domestic and foreign enterprise human resourcemanagement crisis continue to occur, such as Siemens layoffs, CEAreturn events, a serious threat to the enterprise's survival and development.
State-owned enterprises, the pillars of our country are mainly state-ownedholding enterprises, these enterprises involved in transport, power,telecommunications and other industries, its normal operation to thelifeline of the national economy, the sustainable development for China'seconomic development has a important significance. Under thebackground of new era, state holding enterprises facing before the futurecompetition pressure, state-owned enterprise strengthen human resourcemanagement, the human resources entrusted agent crisis and reduce thebrain drain is state-owned holding enterprises urgently need to focus onthe problem.
This paper is divided into five parts, the first part is the introduction,this part outlines the research background, significance, purpose, givesthe research ideas, research content, research methods, innovation points.
In this chapter, in reference to a lot of research methods and logicalthinking, after reading a large number of domestic and foreign works, thedepth of fusion, to further understand the current research frontier; in thesecond part, the concept of state-owned holding enterprises aresummarized, described the crisis and form the principal-agentrelationship in human performance the resources of state-ownedenterprises, discusses the principal-agent theory, human resourcemanagement theory, to provide theoretical support and practical guidancefor the evaluation of state-owned enterprise human resources agency incrisis period; in the third part, the paper analyzes the status ofstate-owned enterprise human resources agency crisis in fourth; in thispart, according to the reality of the situation mentioned in the third part ofthe construction of state-owned enterprise human resources crisisevaluation agency In the fifth part, this paper is based on the real case ofthe smelter group, to assess the risk of human resources in the smeltergroup, and put forward relevant countermeasures and suggestions basedon the evaluation results. Completed in the main part of this paper, for thefull text of the main conclusions overall induction, further summarizesand proposes the future optimization measures and prospects, in order tohuman resources of state-owned holding enterprises entrusted agent ofthe crisis to provide theoretical and practical reference.
Key words: State owned holding enterprises; Human resourcemanagement; Principal agent; Crisis assessment
目 錄
摘 要
ABSTRACT
第 1 章 緒論
1.1 研究背景與意義
1.1.1 研究背景
1.1.2 研究意義
1.2 國內外人力資源委托代理危機的研究綜述
1.2.1 國外研究現狀
1.2.2 國內研究現狀
1.3 研究思路與方法
1.3.1 研究思路
1.3.2 研究方法
1.4 研究重點難點與創新點
1.4.1 研究重點難點
1.4.2 研究框架
1.4.3 研究創新點
第 2 章 相關概念界定與基礎理論
2.1 國有控股企業概述
2.1.1 國有控股企業概念界定
2.1.2 國有控股企業人力資源委托代理的內涵與特點
2.2 理論基礎
2.3.1 委托代理理論
2.3.2 人力資源危機管理理論
第 3 章 國有控股企業人力資源委托代理危機的現狀及形成機理
3.1 國有控股企業人力資源委托代理危機的現狀
3.1.1 激勵手段無效
3.1.2 人事任免不當，用人機制僵化
3.1.3 監督不力，缺乏嚴格、科學的績效考評體系
3.1.4 企業對人力資源的管理與開發的重要程度認識不足
3.1.5 員工培訓效果不佳
3.2 國有控股企業人力資源委托代理危機的形成機理
3.2.1 國有控股企業人力資源委托代理危機的歸因分析
3.2.2 國有控股企業人力資源委托代理危機形成過程的模型演繹
第 4 章 構建國有控股企業人力資源委托代理危機評估模型
4.1 委托代理危機的識別
4.2 委托代理危機的假設的拓展
4.3 危機評估模型的構建
4.3.1 代理人效用危機與決策評估模型
4.3.2 委托人效用危機與決策評估模型
4.3.3 國有控股企業的多重委托代理評估模型
4.4 株冶集團人力資源委托代理危機的評估
4.4.1 株冶集團簡介
4.4.2 株冶集團人力資源委托代理現狀
4.4.3 株冶集團人力資源委托代理危機評估
第 5 章 株冶集團人力資源委托代理危機的對策
5.1 重視人力資源委托代理危機防范
5.2 構建危機防范的專業團隊、形成防范機制
5.3 加大代理人監管成本的投入
5.4 加入代理人激勵成本的投入
5.5 注重激勵的有效性
5.6 完善和優化用人機制
5.7 建立科學的績效考評體系
結論與展望
參考文獻
致 謝
21 世紀，人才逐漸成為了企業取得和保持競爭優勢的關鍵因素，合理利用人才，充分發揮人才的潛質，是企業管理需要突破的重點，即只有加強人力資源管理，才能夠提升企業的核心競爭力。與此同時，近年來，由于國內外經濟環境不景氣，許多行業面臨緊縮，國內外企業人力資源管理危機不斷發生，嚴重威脅著企業的生存與發展。我國的國有支柱企業主要都是國有控股企業，這些企業涉及交通運輸、電力、通信等行業，關系到國家的經濟命脈，其持續發展水平對于我國經濟的健康發展有著重要的意義。當前，國有控股企業面臨著前所未來的競爭壓力，國有企業加強人力資源管理，處理好人力資源委托代理危機，減少人才外流，是國有控股企業亟待解決的問題。
文章在對國有控股企業的人力資源委托代理危機的現狀進行綜合分析的基礎上，依據委托代理、人力資源管理等基礎理論，對國有控股企業人力資源委托代理危機形成的機理進行相關探討，對委托代理危機形成的過程模型進行演繹，對形成委托代理危機的類別進行識別，并根據代理人效用、委托人效用和多重委托對決策的影響，初步構建了國有控股企業人力資源委托代理危機的評估模型；依據該模型的思想，對株冶集團人力資源委托代理的現實危機進行了評估，提出了相關解決對策。文章基于人力資源委托代理存在多樣性的特點，得出 :國有控股企業應重視人力資源委托代理危機的防范、建立專業危機評估團隊、形成防范機制、加大代理人監管成本和激勵成本的投入、注重激勵的有效性、完善和優化用人機制、建立科學的績效考評體系。本研究對國有控股企業人力資源委托代理危機的處理提供了有價值的理論探討和實踐指導。
關鍵詞：國有控股企業；人力資源管理；委托代理；危機評估
ABSTRACT
As is known to all, under the background of new era, talent has becomethe enterprises to achieve and maintain competitive advantage of the keyfactors, rational use of personnel, give full play to the talent of thepotential is enterprise management needs to break through the key, thatonly strengthen the management of human resources, to enhance the corecompetitiveness of enterprises. At the same time, in recent years, due tothe downturn in the economic environment at home and abroad, manyindustry faces a crunch, domestic and foreign enterprise human resourcemanagement crisis continue to occur, such as Siemens layoffs, CEAreturn events, a serious threat to the enterprise's survival and development.
State-owned enterprises, the pillars of our country are mainly state-ownedholding enterprises, these enterprises involved in transport, power,telecommunications and other industries, its normal operation to thelifeline of the national economy, the sustainable development for China'seconomic development has a important significance. Under thebackground of new era, state holding enterprises facing before the futurecompetition pressure, state-owned enterprise strengthen human resourcemanagement, the human resources entrusted agent crisis and reduce thebrain drain is state-owned holding enterprises urgently need to focus onthe problem.
This paper is divided into five parts, the first part is the introduction,this part outlines the research background, significance, purpose, givesthe research ideas, research content, research methods, innovation points.
In this chapter, in reference to a lot of research methods and logicalthinking, after reading a large number of domestic and foreign works, thedepth of fusion, to further understand the current research frontier; in thesecond part, the concept of state-owned holding enterprises aresummarized, described the crisis and form the principal-agentrelationship in human performance the resources of state-ownedenterprises, discusses the principal-agent theory, human resourcemanagement theory, to provide theoretical support and practical guidancefor the evaluation of state-owned enterprise human resources agency incrisis period; in the third part, the paper analyzes the status ofstate-owned enterprise human resources agency crisis in fourth; in thispart, according to the reality of the situation mentioned in the third part ofthe construction of state-owned enterprise human resources crisisevaluation agency In the fifth part, this paper is based on the real case ofthe smelter group, to assess the risk of human resources in the smeltergroup, and put forward relevant countermeasures and suggestions basedon the evaluation results. Completed in the main part of this paper, for thefull text of the main conclusions overall induction, further summarizesand proposes the future optimization measures and prospects, in order tohuman resources of state-owned holding enterprises entrusted agent ofthe crisis to provide theoretical and practical reference.
Key words: State owned holding enterprises; Human resourcemanagement; Principal agent; Crisis assessment
目 錄
摘 要
ABSTRACT
第 1 章 緒論
1.1 研究背景與意義
1.1.1 研究背景
1.1.2 研究意義
1.2 國內外人力資源委托代理危機的研究綜述
1.2.1 國外研究現狀
1.2.2 國內研究現狀
1.3 研究思路與方法
1.3.1 研究思路
1.3.2 研究方法
1.4 研究重點難點與創新點
1.4.1 研究重點難點
1.4.2 研究框架
1.4.3 研究創新點
第 2 章 相關概念界定與基礎理論
2.1 國有控股企業概述
2.1.1 國有控股企業概念界定
2.1.2 國有控股企業人力資源委托代理的內涵與特點
2.2 理論基礎
2.3.1 委托代理理論
2.3.2 人力資源危機管理理論
第 3 章 國有控股企業人力資源委托代理危機的現狀及形成機理
3.1 國有控股企業人力資源委托代理危機的現狀
3.1.1 激勵手段無效
3.1.2 人事任免不當，用人機制僵化
3.1.3 監督不力，缺乏嚴格、科學的績效考評體系
3.1.4 企業對人力資源的管理與開發的重要程度認識不足
3.1.5 員工培訓效果不佳
3.2 國有控股企業人力資源委托代理危機的形成機理
3.2.1 國有控股企業人力資源委托代理危機的歸因分析
3.2.2 國有控股企業人力資源委托代理危機形成過程的模型演繹
第 4 章 構建國有控股企業人力資源委托代理危機評估模型
4.1 委托代理危機的識別
4.2 委托代理危機的假設的拓展
4.3 危機評估模型的構建
4.3.1 代理人效用危機與決策評估模型
4.3.2 委托人效用危機與決策評估模型
4.3.3 國有控股企業的多重委托代理評估模型
4.4 株冶集團人力資源委托代理危機的評估
4.4.1 株冶集團簡介
4.4.2 株冶集團人力資源委托代理現狀
4.4.3 株冶集團人力資源委托代理危機評估
第 5 章 株冶集團人力資源委托代理危機的對策
5.1 重視人力資源委托代理危機防范
5.2 構建危機防范的專業團隊、形成防范機制
5.3 加大代理人監管成本的投入
5.4 加入代理人激勵成本的投入
5.5 注重激勵的有效性
5.6 完善和優化用人機制
5.7 建立科學的績效考評體系
結論與展望
參考文獻
致 謝
