摘 要

隨著我國(guó)市場(chǎng)經(jīng)濟(jì)的高速推進(jìn)，眾多發(fā)展中的企業(yè)，面臨著來(lái)自外部的巨大壓力，國(guó)際范圍的競(jìng)爭(zhēng)在國(guó)內(nèi)蔓延，各企業(yè)將徹底面向市場(chǎng)，在同等條件下參與國(guó)內(nèi)與國(guó)際之間的競(jìng)爭(zhēng)。這種競(jìng)爭(zhēng)主要體現(xiàn)在效率的競(jìng)爭(zhēng)，而歸根結(jié)底卻是對(duì)人才的競(jìng)爭(zhēng)，是人力資源管理政策和管理體制的競(jìng)爭(zhēng)。因此人力資源管理政策和實(shí)務(wù)是形成現(xiàn)代企業(yè)競(jìng)爭(zhēng)能力的基礎(chǔ)。
本論文通過(guò)對(duì)xx印務(wù)在人才競(jìng)爭(zhēng)加劇的今天，面對(duì)企業(yè)內(nèi)外環(huán)境變化的挑戰(zhàn)所面臨的人力資源管理政策的問(wèn)題與困境的分析和研究，對(duì)xx印務(wù)今后的人力資源管理政策做出探討。
xx印務(wù)是處于戰(zhàn)略轉(zhuǎn)型的大中型民營(yíng)企業(yè)，而人力資源管理以傳統(tǒng)的點(diǎn)對(duì)點(diǎn)地展開(kāi)，難以適應(yīng)企業(yè)內(nèi)外環(huán)境的變化，本論文充分運(yùn)用了人力資源管理、管理學(xué)等理論知識(shí)，結(jié)合企業(yè)戰(zhàn)略管理、經(jīng)濟(jì)學(xué)、心理學(xué)等學(xué)科知識(shí)，從xx印務(wù)傳統(tǒng)的人力資源管理理念入手，批駁了在老板文化下的“能人管理”的弊端，提出了以企業(yè)戰(zhàn)略及價(jià)值觀為基礎(chǔ)的人力資源管理政策的框架與方法，力圖為公司人力資源管理實(shí)務(wù)提供整體性和系統(tǒng)性的指導(dǎo)。本論文在對(duì)xx印務(wù)人力資源管理內(nèi)外環(huán)境及影響要素如相關(guān)者利益、勞動(dòng)力特征、勞動(dòng)力市場(chǎng)條件、激勵(lì)措施、管理理念、培訓(xùn)等進(jìn)行分析的基礎(chǔ)上，重點(diǎn)從員工影響力、人力資源流動(dòng)、績(jī)效考評(píng)及報(bào)酬激勵(lì)制度四個(gè)方面，對(duì)xx印務(wù)人力資源管理現(xiàn)狀進(jìn)行剖析和探討，并提出了相應(yīng)的政策取向。也只有達(dá)成外部及內(nèi)部一致的政策才能保證人力資源管理實(shí)務(wù)的有效運(yùn)行。
本文根據(jù)環(huán)境法和規(guī)范法，應(yīng)用人力資源管理及政策的相關(guān)理論，對(duì)xx印務(wù)人力資源管理取向進(jìn)行了較為系統(tǒng)的探討。
本文出發(fā)點(diǎn)是希望從整體上把握并指導(dǎo)xx印務(wù)有限公司人力資源管理工作，從而增進(jìn)其組織的適應(yīng)性和競(jìng)爭(zhēng)力。也希望能給處于xx印務(wù)相似環(huán)境與挑戰(zhàn)的民營(yíng)企業(yè)在人力資源管理方面提供框架性思路。

關(guān)鍵詞：人力資源管理 培訓(xùn) 績(jī)效考評(píng)
Abstract

With the speedy development of the market economy in our country, many domestic developing enterprises confront with the great pressure coming from external environment: international competition is spreading rapidly to our country. All enterprises face the world competition throughly. This kind of competition focuses not only mainly the enterprise’core competence.
The thesis is to research and study all kinds of obfuscation about HRM（Human Resource Management）arising form Boxing company when it is faced with the competition rivals in the human market and confronted with the changes of its surrounding .
Boxing company is a middle personal firm in its stage of strategy changing, but the human resource management couldn’t adapt to the change of the surrounding being conducted by the traditional way. With the theories of HR and management, and the acknowledges in enterprise strategy, economics and psychology, this paper discussed the theory of Boxing’s traditional HRM, and put forward the frame and method of value, and try to offer a systematic direction for the HRM practice of Boxing Co. The thesis analysis the factor of the surrounding, such as the profits of the correlations, the feature of labor, the labor market condition, the strategy, encouragement and the view of value. Based on these, the paper mainly to research and study the HRM present situation about the effect of employee, the flowing of employee, the check-up system and the extrinsic rewards. The thesis also lodges the related policy. The paper suggests that only the consistent policy could secure the operation of HRM holding good.
Based on the way of environment and standard, with the basic HRM theory, the paper research and study all kinds of HRM policy from Boxing Company, and hope that this paper can conduct the practice of HRM on the whole, promote the adaptability and competition. Moreover, the paper hopes to offer the thinking of HR policy like Boxing Company.

Key words HR Training Rotation of occupations
目 錄
摘要 I
Abstract II

第1章 緒論 1
1.1 研究的背景 1
1.2 研究目的和意義 2
1.2.1研究目的 2
1.2.2研究意義 3
1.3研究方法 4
第2章 相關(guān)理論概述 4
2.1人力資源管理發(fā)展歷程 5
2.2人力資源管理經(jīng)典理論回顧 6
2.3人力資源的內(nèi)涵 10
2.4人力資源發(fā)展趨勢(shì) 11
第3章 xx印務(wù)人力資源管理現(xiàn)狀及存在問(wèn)題 155
3.1xx印務(wù)簡(jiǎn)介 15
3.2xx印務(wù)人力資源管理現(xiàn)狀 15
3.2.1人員基本情況分析 15
3.2.2薪酬與福利情況分析 17
3.2.3培訓(xùn)聘用與考核制度分析 18
3.2.4員工滿(mǎn)意度調(diào)查 19
3.3xx印務(wù)人力資源管理存在的問(wèn)題 20
3.3.1人力資源管理觀念落后 20
3.3.2激勵(lì)機(jī)制與績(jī)效考評(píng)制度不合理 21
3.3.3人才培訓(xùn)體制有待健全 22
第4章 xx印務(wù)的人力資源管理對(duì)策 23
4.1建立戰(zhàn)略人力資源管理的理念 23
4.1.1人力資源是企業(yè)第一資源的理念 23
4.1.2“經(jīng)營(yíng)人才”的理念 23
4.2 健全個(gè)體激勵(lì)機(jī)制及完善績(jī)效考評(píng)制度 24
4.2.1健全個(gè)體激勵(lì)機(jī)制 24
4.2.2完善績(jī)效考評(píng)制度 28
4.3加大人員的技能開(kāi)發(fā)和能力培養(yǎng) 29
結(jié)論 31
致謝 32
參考文獻(xiàn) 33
附錄1 34
附錄2 36