摘 要
21 世纪，人才逐渐成为了企业取得和保持竞争优势的关键因素，合理利用人才，充分发挥人才的潜质，是企业管理需要突破的重点，即只有加强人力资源管理，才能够提升企业的核心竞争力。与此同时，近年来，由于国内外经济环境不景气，许多行业面临紧缩，国内外企业人力资源管理危机不断发生，严重威胁着企业的生存与发展。我国的国有支柱企业主要都是国有控股企业，这些企业涉及交通运输、电力、通信等行业，关系到国家的经济命脉，其持续发展水平对于我国经济的健康发展有着重要的意义。当前，国有控股企业面临着前所未来的竞争压力，国有企业加强人力资源管理，处理好人力资源委托代理危机，减少人才外流，是国有控股企业亟待解决的问题。
文章在对国有控股企业的人力资源委托代理危机的现状进行综合分析的基础上，依据委托代理、人力资源管理等基础理论，对国有控股企业人力资源委托代理危机形成的机理进行相关探讨，对委托代理危机形成的过程模型进行演绎，对形成委托代理危机的类别进行识别，并根据代理人效用、委托人效用和多重委托对决策的影响，初步构建了国有控股企业人力资源委托代理危机的评估模型；依据该模型的思想，对株冶集团人力资源委托代理的现实危机进行了评估，提出了相关解决对策。文章基于人力资源委托代理存在多样性的特点，得出 :国有控股企业应重视人力资源委托代理危机的防范、建立专业危机评估团队、形成防范机制、加大代理人监管成本和激励成本的投入、注重激励的有效性、完善和优化用人机制、建立科学的绩效考评体系。本研究对国有控股企业人力资源委托代理危机的处理提供了有价值的理论探讨和实践指导。
关键词：国有控股企业；人力资源管理；委托代理；危机评估
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 录
摘 要
ABSTRACT
第 1 章 绪论
1.1 研究背景与意义
1.1.1 研究背景
1.1.2 研究意义
1.2 国内外人力资源委托代理危机的研究综述
1.2.1 国外研究现状
1.2.2 国内研究现状
1.3 研究思路与方法
1.3.1 研究思路
1.3.2 研究方法
1.4 研究重点难点与创新点
1.4.1 研究重点难点
1.4.2 研究框架
1.4.3 研究创新点
第 2 章 相关概念界定与基础理论
2.1 国有控股企业概述
2.1.1 国有控股企业概念界定
2.1.2 国有控股企业人力资源委托代理的内涵与特点
2.2 理论基础
2.3.1 委托代理理论
2.3.2 人力资源危机管理理论
第 3 章 国有控股企业人力资源委托代理危机的现状及形成机理
3.1 国有控股企业人力资源委托代理危机的现状
3.1.1 激励手段无效
3.1.2 人事任免不当，用人机制僵化
3.1.3 监督不力，缺乏严格、科学的绩效考评体系
3.1.4 企业对人力资源的管理与开发的重要程度认识不足
3.1.5 员工培训效果不佳
3.2 国有控股企业人力资源委托代理危机的形成机理
3.2.1 国有控股企业人力资源委托代理危机的归因分析
3.2.2 国有控股企业人力资源委托代理危机形成过程的模型演绎
第 4 章 构建国有控股企业人力资源委托代理危机评估模型
4.1 委托代理危机的识别
4.2 委托代理危机的假设的拓展
4.3 危机评估模型的构建
4.3.1 代理人效用危机与决策评估模型
4.3.2 委托人效用危机与决策评估模型
4.3.3 国有控股企业的多重委托代理评估模型
4.4 株冶集团人力资源委托代理危机的评估
4.4.1 株冶集团简介
4.4.2 株冶集团人力资源委托代理现状
4.4.3 株冶集团人力资源委托代理危机评估
第 5 章 株冶集团人力资源委托代理危机的对策
5.1 重视人力资源委托代理危机防范
5.2 构建危机防范的专业团队、形成防范机制
5.3 加大代理人监管成本的投入
5.4 加入代理人激励成本的投入
5.5 注重激励的有效性
5.6 完善和优化用人机制
5.7 建立科学的绩效考评体系
结论与展望
参考文献
致 谢
