跨国公司人力资源共享服务中心构建研究一以BM(中国)为例

The construction of human resource sharing service center of Multi-National Corporation in China BM (China) as an example

摘要:(摘要内容经过系统自动伪原创处理以避免复制,下载原文正常,内容请直接查看目录。)

全球经济一体化过程的赓续推动给跨国公司带来了新的挑衅。面临新挑衅,企业必需树立一个高效的组织,以顺应这个赓续变更的市场情况。人力资本作为组织的主要资本之一,它的治理和运作形式能否有用,会对企业的成长和组织的有用性发生严重的影响。人力资本治理在顺应公司计谋改造中也在测验考试新的形式,很多跨国企业开端实行人力资本同享办事中间这一新形式,并慢慢运用到平常的治理和计谋计划傍边。经由过程人力资本的有用整合来进步人力资本运作效力,改良外部办事质量。这一新型的形式加快了人力资本治理从纯真的支撑本能机能到计谋治理的脚色的改变,将人力资本治理者从平常的行政事务中摆脱出来,专注在研讨营业所须要的人力资本计谋下面。因而可知,树立人力资本同享办事中间曾经酿成是年夜型跨国企业进步运作效力下降本钱的首选。虽然今朝年夜约有折半以上《财富》500强企业都曾经树立分歧种水平的人力资本同享办事中间。然则关于那些在中国疾速成长的跨国公司来讲,若何将国外先辈的人力资本实际与理论应用到中国的企业中是须要我们国际的人力资本从业人员与学者赓续研讨和总结,从而获得一套合适本身成长的治理经历。本文是以BM(中国)公司的人力资本治理为研讨配景,经由过程对组织的构建、员工的提拔、员工才能成长、绩效考察等各方面停止剖析和研讨,从而构成人力资本同享办事中间构建的计划,力争寻觅国际团体企业树立人力资本同享办事中间的最好理论,为其他跨国企业树立人力资本同享办事中间供给自创和指点,以期到达下降治理本钱、进步运营效力、掌握人力资本风险、晋升人力资本决议计划支撑才能的目标。同时,也愿望经由过程本文对人力资本同享办事中间的构建研讨可以或许让那些正在斟酌有用整合人力资本后台功效施展员工更年夜功效的人力资本治理者、企业运营治理者供给自创。

Abstract:

The global economic integration process to continuously promote the Multi-National Corporation to bring the new challenge. Facing the new challenge, the enterprise must establish a highly efficient organization, in order to adapt to the market in this ceaseless change. Human capital is one of the main capital organization, its management and operation form can be useful, a serious impact on the usefulness of the growth of enterprises and organizations. Human capital management in compliance with the company strategy transformation also test new form in, many multinational companies are beginning to implement human capital share service center this new form and slowly applied to common management and strategic planning sideways. To improve the human capital operation effect through the useful integration process of human capital, improving external service quality. This new form of accelerated human capital management from pure support function to the strategic management of the role change, will get rid of the human capital management from the daily administrative affairs, attention in business studies require human resource strategy, below. Therefore, it is known that establish the human capital share service center had caused is the first choice for large multinational enterprises improve operation effectiveness of lowering the cost. Although current Nianye about more than halving the Fortune 500 companies have set up different levels of human capital share service center. However for multinationals in China rapid growth, how will foreign advanced human capital actual and application of the theory to the Chinese enterprises is need our international human capital practitioners and scholars continuously research and summarize, to obtain a suitable into long governance experience. This paper is in the governance of human capital in BM (China) Co., Ltd. as the research background, through the process of organization construction, staff promotion, employees to grow, the performance evaluation and the stop analysis and research, thus constituting human capital share service center construction plan, strive to seek international enterprise groups set up the human capital share service center to the best theory. For other multinational companies to establish human capital share service center to provide reference and guidance, to arrive in the fall management capital, improve operational effectiveness, master of human capital risk, promotion of human capital decision support program to the target. At the same time, also hope that through the process of the human capital share service center construction research can be internally generated may allow those who are considering integrating useful human capital background cast efficacy employees greater efficacy of human capital management, enterprise operation management supply.

目录:

致谢5-6
摘要6-7
Abstract7
第1章 绪论11-18
    1.1 选题背景11-12
    1.2 国内外研究现状12-15
        1.2.1 共享服务中心的发展历程12
        1.2.2 共享服务中心的功能12-13
        1.2.3 共享服务中心未来的发展趋势13-14
        1.2.4 建构人力资源共享服务中心的困难14-15
    1.3 研究的目的和意义15-16
    1.4 研究主要内容和方法16-17
    1.5 研究创新点17-18
第2章 跨国公司人力资源管理及共享服务理论概述18-25
    2.1 跨国公司相关理论概述18-19
        2.1.1 跨国公司的定义18
        2.1.2 跨国公司的主要特征18-19
    2.2 共享服务理论相关概述19-22
        2.2.1 共享服务定义19-20
        2.2.2 共享服务模式分类20-21
        2.2.3 共享服务的特点21-22
    2.3 跨国公司人力资源共享服务中心架构及角色22-25
        2.3.1 跨国公司人力资源共享服务中心架构22
        2.3.2 跨国公司人力资源管理角色及定位22-23
        2.3.3 跨国公司人力资源共享服务中心的内容23-25
第3章 BM(中国)公司介绍及人力资源管理概况25-37
    3.1 行业背景及发展趋势25-27
        3.1.1 工业气体行业背景25
        3.1.2 中国工业气体行业发展趋势25-27
    3.2 国内企业人力资源共享服务中心实施情况27-29
        3.2.1 受访企业的背景27
        3.2.2 访谈结果27-29
    3.3 BM(中国)公司介绍29-33
        3.3.1 公司基本情况29-30
        3.3.2 公司组织结构30-31
        3.3.3 BM(中国)公司市场定位与发展战略31-33
    3.4 BM(中国)人力资源部概况33-37
        3.4.1 BM(中国)人力资源部组织架构33
        3.4.2 人力资源管理从业人员概况33-34
        3.4.3 BM(中国)人力资源管理的问题34-37
第4章 BM(中国)人力资源共享服务中心总体设计方案37-55
    4.1 总体设计目标与原则37-38
    4.2 人力资源共享服务中心组织架构的设计38-41
        4.2.1 人力资源共享服务中心组织架构设置38-39
        4.2.2 人力资源共享服务中心建立前/后的主要区别39-40
        4.2.3 人力资源共享服务中心岗位的设置40-41
    4.3 人力资源共享服务中心人员的筛选41-46
        4.3.1 内部筛选流程41-42
        4.3.2 内部筛选工具42-45
        4.3.3 筛选评分流程45-46
    4.4 人力资源共享服务中心人员培训与发展46-48
    4.5 人力资源部共享服务中心的绩效管理48-54
        4.5.1 绩效管理目标48
        4.5.2 绩效考核指标的构建48-52
        4.5.3 人力资源共享服务中心组织绩效考核指标分解52-53
        4.5.4 绩效管理流程53-54
    4.6 人力资源共享服务中心的服务流程54-55
第5章 BM(中国)人力资源共享服务中心实施计划55-59
    5.1 准备阶段55-56
    5.2 华东区人力资源共享服务中心实施56-58
        5.2.1 沟通56-57
        5.2.2 实施变革57
        5.2.3 建立团队文化与合作57
        5.2.4 新组织的调整与改善57-58
    5.3 全国区人力资源服务平台建设58-59
第6章 结论59-65
    6.1 BM 公司人力资源共享服务中心构建所面临的挑战59-62
    6.2 BM(中国)人力资源共享服务中心建设的改进建议62-65
参考文献65-67
附录67-77