國有控股企業(yè)人力資源委托代理危機(jī)探析5200字

1、國有控股企業(yè)人力資源委托代理危機(jī)探析5200字本篇論文目錄導(dǎo)航：國有控股企業(yè)人力資源委托代理危機(jī)探析株冶集團(tuán)人力資源委托代理 困境研究緒論國有控股人力資源危機(jī)管理相關(guān)概念界定與基礎(chǔ)理論國企人力資源委托代理 危機(jī)的現(xiàn)狀及形成機(jī)理構(gòu)建國有控股企業(yè)人力資源委托代理危機(jī)評(píng)估模型株冶集團(tuán)人力資 源委托代理危機(jī)的對策國有企業(yè)人力資源委托代理問題研究結(jié)論與參考文獻(xiàn)摘要21世紀(jì)，人才逐漸成為了企業(yè)取得和保持競爭優(yōu)勢的關(guān)鍵因素，合理利用人才，充分 發(fā)揮人才的潛質(zhì)，是企業(yè)管理需要突破的重點(diǎn)，即只有加強(qiáng)人力資源管理，才能夠提升企業(yè) 的核心競爭力。與此同時(shí)，近年來，由于國內(nèi)外經(jīng)濟(jì)環(huán)境不景氣，許多行業(yè)而臨緊縮，國內(nèi) 外

2、企業(yè)人力資源管理危機(jī)不斷發(fā)生，嚴(yán)重威脅著企業(yè)的生存與發(fā)展。我國的國有支柱企業(yè)主 要都是國有控股企業(yè)，這些企業(yè)涉及交通運(yùn)輸、電力、通信等行業(yè)，關(guān)系到國家的經(jīng)濟(jì)命脈， 其持續(xù)發(fā)展水平對于我國經(jīng)濟(jì)的健康發(fā)展有著重要的意義。當(dāng)前，國有控股企業(yè)而臨著前所 未來的競爭壓力，國有企業(yè)加強(qiáng)人力資源管理，處理好人力資源委托代理危機(jī)，減少人才外 流，是國有控股企業(yè)亟待解決的問題。文章在對國有控股企業(yè)的人力資源委托代理危機(jī)的現(xiàn)狀進(jìn)行綜合分析的基礎(chǔ)上,依據(jù)委 托代理、人力資源管理等基礎(chǔ)理論，對國有控股企業(yè)人力資源委托代理危機(jī)形成的機(jī)理進(jìn)行 相關(guān)探討,對委托代理危機(jī)形成的過程模型進(jìn)行演繹，對形成委托代理危機(jī)的類別進(jìn)行識(shí)

3、別, 并根據(jù)代理人效用、委托人效用和多重委托對決策的影響，初步構(gòu)建了國有控股企業(yè)人力資 源委托代理危機(jī)的評(píng)估模型：依拯該模型的思想，對株冶集團(tuán)人力資源委托代理的現(xiàn)實(shí)危機(jī) 進(jìn)行了評(píng)估，提出了相關(guān)解決對策。文章基于人力資源委托代理存在多樣性的特點(diǎn)，得岀： 國有控股企業(yè)應(yīng)重視人力資源委托代理危機(jī)的防范、建立專業(yè)危機(jī)評(píng)估團(tuán)隊(duì)、形成防范機(jī)制、 加大代理人監(jiān)管成本和激勵(lì)成本的投入、注重激勵(lì)的有效性、完善和優(yōu)化用人機(jī)制、建立科 學(xué)的績效考評(píng)體系。本研究對國有控股企業(yè)人力資源委托代理危機(jī)的處理提供了有價(jià)值的理 論探討和實(shí)踐指導(dǎo)。關(guān)鍵詞：國有控股企業(yè)；人力資源管理：委托代理；危機(jī)評(píng)估ABSTRACTAs is

4、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 ma

5、nagement 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 a

6、s 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, poweotelecommunicatJons and other industries, its normal operatio

7、n 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 h

8、uman resources entrusted agent crisis and reduce thebrain drain is state-owned holding enterprises urgently need to focus onthe problemThis paper is divided into five parts, the first part is the introduction,this part outlines the research background, significanee, purpose, givesthe research ideas,

9、 research content, research methods, innovation pointsIn 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

10、 state-owned holding enterprises aresummarized, described the crisis and form the principal-agentrelationship in human performance the resources of stateownedenterprises, discusses the principal-agent theory, human resourcemanagement theory, to provide theoretical support and practical guidancefor t

11、he evaluation of state-owned enterprise human resources age ncy in crisis period; in the third part, the paper an a lyzes the status ofstate-owned en terprise huma n resources agency crisis in fourth; in thispart, according to the reality of the situation mentioned in the third part ofthe constructi

12、on 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 Complet

13、ed in the main part of this paper, for thefull text of the main con elusions overall induction, further summarizesa nd proposes the future optimization measures and prospects, in order tohuman resources of state-owned holding en terprises en trusted age nt ofthe crisis to provide theoretical and pra

14、ctical referenee.Key words: State owned holding enterprises; Human resourcema nagement; Principal age nt; 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(nèi)外人力資源委托代理危機(jī)的研究綜述1.2.1國外研究現(xiàn)狀1.2.2國內(nèi)研究現(xiàn)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(diǎn)難點(diǎn)與創(chuàng)新點(diǎn)1.4.1研究重點(diǎn)難點(diǎn)1.4.2研究框架1.4.3研究創(chuàng)新點(diǎn)第2章相關(guān)概念界左與基礎(chǔ)理論2.1國

15、有控股企業(yè)概述2.1.1國有控股企業(yè)概念界立2.1.2國有控股企業(yè)人力資源委托代理的內(nèi)涵與特點(diǎn)2.2理論基礎(chǔ)2.3.1委托代理理論2.3.2人力資源危機(jī)管理理論第3章國有控股企業(yè)人力資源委托代理危機(jī)的現(xiàn)狀及形成機(jī)理3.1國有控股企業(yè)人力資源委托代理危機(jī)的現(xiàn)狀3.1.1激勵(lì)手段無效3.1.2人事任免不當(dāng)，用人機(jī)制僵化3.1.3監(jiān)督不力，缺乏嚴(yán)格、科學(xué)的績效考評(píng)體系3.1.4企業(yè)對人力資源的管理與開發(fā)的重要程度認(rèn)識(shí)不足3.1.5員工培訓(xùn)效果不佳3.2國有控股企業(yè)人力資源委托代理危機(jī)的形成機(jī)理3.2.1國有控股企業(yè)人力資源委托代理危機(jī)的歸因分析3.2.2國有控股企業(yè)人力資源委托代理危機(jī)形成過程的模型演繹 第4章構(gòu)建國有控股企業(yè)人力資源委托代理危機(jī)評(píng)估模型 4.1委托代理危機(jī)的識(shí)別4.2委托代理危機(jī)的假設(shè)的拓展4.3危機(jī)評(píng)估模型的構(gòu)建4.3.1代理人效用危機(jī)與決策評(píng)估模型4.3.2委托