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集团化经营有利于企业之间形成协同、最大限度利用资源、降低交易成本和弥补市场及制度漏洞。但是,集团企业人力资源管理与单体企业存在不同,在人力资源管理目标、管理权限、管理层次和管理内容等方面更加复杂。集团企业人力资源管理控制点,主要分布在集团人力资源规划、招聘与配置、培训与开发、薪酬与福利和绩效考核等方面。本文通过文献归纳和分析,结合专家访谈和问卷调查,总结了母子公司人力资源管理六个环节中78个控制点。控制点及其分类从集团管理实践中提炼,具有科学性和系统性。有助于母公司通过控制点实施人力资源管理。此外,不同集分权管理模式下控制点选择成为母子公司职责分配的依据。总体来看,母公司越是分权管理,采用的控制点重要性级别越高、数量越少,职责和权力越下移。
Collective management is conducive to the formation of synergies between enterprises, maximize the use of resources, reduce transaction costs and make up for market and system loopholes. However, the difference between human resource management and single enterprise in group enterprise is more complicated in terms of human resource management objectives, management authority, management level and management content. Group enterprise human resources management control points, mainly in the group’s human resources planning, recruitment and configuration, training and development, compensation and benefits and performance appraisal and so on. This article summarizes 78 control points in six aspects of human resources management in mother and subsidiary companies through the induction and analysis of the literature, combined with expert interviews and questionnaires. Control points and their classification extracted from the group management practice, with scientific and systematic. Helps parent companies implement human resource management through control points. In addition, the choice of control points under different centralized management models becomes the basis for the assignment of responsibilities between the parent and the subsidiary. In general, the more decentralized the parent company is, the higher the importance level of the control points used is. The smaller the number, the lower the responsibilities and powers.