亚搏体育更新客户端-亚搏体育手机版下载

大咖学术网

您好,欢迎访问大家的网站,大家将竭诚为您服务!

两家国有燃气企业并购中的人力资源重组探究

2020-08-20 11:10:03分类:MBA论文 阅读:

 

 学霸论文网是一家专业提供论文定制修改服务的网站,上10年的论文经验,无论是本科论文、硕士论文还是期刊论文,博士论文,大家都能为您提供方便、快捷、安全的论文服务。以下是学霸论文网小编为你整理的一篇MBA论文范本,本文是关于两家国有燃气企业并购中的人力资源重组探究,本文对国有企业并购重组中人力资源整合进行了全面的分析研究,有助于有效解决国有企业并购中存在的主要问题,为国有企业并购重组的顺利进行提供有益的引导,同时进一步为政府部门和行政主管部门改善国有企业并购重组的内外部条件和引导企业并购重组提供具有价值性的参考。希翼对你的论文写作及论文修改有所帮助。
摘 要 近年来,为顺应国家发展战略的调整和市场经济的要求,国有企业并购逐渐成为了中国企业并购的主力军,而中石油燃气企业作为国有企业的典型代表,在并购过程中既有国有企业的一般性特征,也具备市场化和行政化管理两种模式下企业间并购的特点。众所周知,人力资源整合对企业并购的成败至关重要,在新时期的国有企业改革工作背景下,总结凝练出一个适用于国有企业并购的人力资源整合模型,对于国有企业探索建立市场化导向的人力资源整合机制具有重要的理论价值和实践意义。

两家国有燃气企业并购中的人力资源重组探究


 

  中石油 KLNY 和 KLRQ 两家燃气企业,拥有着不同的组织架构、人力资源配置和人力资源管理思维方式。在两家企业并购过程中,人力资源整合的成败势必将影响未来企业在市场竞争环境中的发展,而两家企业市场化人力资源管理体系和国有行政职级管理体系的融合毫无疑问是人力资源整合的重点。在此背景下,人力资源整合工作除了采取传统的手段方法外,改革和创新人力资源整合理念及方法,是促进人力资源整合的关键。以中石油燃气企业为代表的国有企业在谋求并购重组发展的过程中,在人力资源整合方面也必然会面临与案例企业类似的问题。探讨建立国有企业并购中的人力资源整合模型,其核心价值在于不再拘泥于传统人力资源整合管理工作,而是以追求“效益”为工作理念,以新的更高的眼光和视角,更系统、全面地为企业并购提供合理的人力资源整合支撑。
  
  本文运用文献资料研究、案例分析、定性研究及建模分析等方法,通过对案例企业并购前期和并购后期的人力资源整合现状分析,指出案例企业在采用了成立人力资源整合项目小组、编制人力资源整合方案、维持原有人力资源管理方式、加强员工沟通交流、调整组织机构等一系列传统的人力资源整合措施后,人力资源整合方面仍存在组织、心理、裁员等角度的组织机构融合不全面、领导干部选拔配备难、员工士气低下、人力资源过剩、内设机构阻耗、选人用人受限等一系列问题。通过梳理相关的文献资料,在企业并购和人力资源整合的理论支撑下,结合实际工作经验,对案例企业人力资源整合中存在的上述问题提出了相应的对策建议和改进方法,从效益角度探索性提出实施岗位管理改革和创新领导干部选用机制,最终精炼总结出适用于国有企业并购的现代化人力资源整合模型,对类似处于并购重组期间的国有企业改进人力资源整合工作有一定的参考和借鉴作用,同时也为政府和行政主管部门改善国有企业并购的内外部条件和引导国有企业并购工作提供建议和参考。
  
  关键词:  并购 人力资源整合 国有企业。
  

  Abstract

  
  In recent years, in order to comply with the adjustment of the national development strategy and the demand of the market economy, state-owned enterprises has gradually become the main force of merger and acquisition among Chinese enterprises. As a typical representative of the state-owned enterprise, Gas Corporations of CNPC have the general characteristics of state-owned enterprises and special characteristics of market-oriented and administrative management inthe process of merger and acquisition. It is well known that the integration of human resources is the key concerning companies’ success or failure of merger and acquisition. Under the background of the reform of state-owned enterprises in the new period, summarizing and refining a model of human resources integration of state-owned enterprises in merger and acquisition have important theoretical value and practical significance to explore and establish a market-oriented system of human resources integration of state-owned enterprises.
  
  Gas Corporations of CNPC, KLNY and KLRQ, have different ideas and ways about human resource management including organizational structure, human resource allocation and other things. During the period of merger and acquisition,the success or failure of the integration of human resources will certainly affect the development of enterprises in the market competition environment in the future.Studying the case of two enterprises, there is no doubt that the integration of market-oriented human resource management system and state-owned administrative management system are the key points of integration of human resources. Under this background, besides traditional methods, enterprises should reform and innovate human resources integration concepts and methods, the key to promote human resources integration. In the process of development in merger and acquisition, state-owned enterprises, represented by Gas Corporations of CNPC,will be inevitably exposed to similar problems of the case company in the integration of human resources. The core value of building a model of human resources integration of state-owned enterprises is not confined to management of traditional human resources integration, but to pursue efficiency as a working concept, providing a reasonable and comprehensive support about human resources integration for enterprises in the process of merger and acquisition in a new and higher perspective.
  
  Based on literature review, case study, qualitative research and modeling analysis, this thesis analyzes the status quo of human resources integration of case during the earlier and later period of merger and acquisition. It is pointed out that after taking a series of traditional human resources integration measures including setting up a project team of human resources integration, drawing up human resources integration scheme, maintaining the original human resourcemanagement, reinforcing communication with employees and adjusting corporation structure, there are still a series of problems of human resources integration in the aspects of organization, psychology, layoffs and so on, such asincomplete integration of organization, difficult selection and allocation of leaders,low staff morale, excessive human resources, internal institutional barriers and restricted selection and employment. Based on relevant literature and with the support of merger and acquisition and human resources integration theory,combining with practical work experience, the corresponding suggestions about improvement of human resources integration in case enterprises are put forward.From the perspective of benefit, reform of post management and innovative selection of leaders are introduced in this essay. Finally, it refines a modern model of human resources integration in the merger and acquisition of state-owned enterprises, which do provide advice and references for similar state-owned enterprises to improve human resources integration under the same period, which also helps government and administrative departments to improve the internal and external conditions and advice methods of human resources integration in the merger and acquisition of state-owned enterprises.
  
  Keywords:    Merger and Acquisition;Human Resources Integration;State-owned Enterprises。
  

  1 绪论

慎重声明:部分文章来源于网络,仅作为参考,如果网站中图片和文字侵犯了您的版权,请联系大家处理!

上一篇:某化工企业化工原材料供应商评估系统建设研究

下一篇:论风电叶片企业精益化管理模式的应用

相关推荐
?

关注大家

    响应式茶叶资讯资讯类网站织梦模板(自适应手机端)
返回顶部
QQ客服
联系QQ客服
电话咨询
免费热线:18154085002
关注微信
返回顶部

亚搏体育更新客户端|亚搏体育手机版下载

XML 地图 | Sitemap 地图