《企业人力资源管理问题研究开题报告（英文版）》

PAGE4ResearchbackgroundWiththecontinuousadvancementofreformandopeningup,China'seconomyisdevelopingatahighspeed.Enterprisesplayanimportantroleinit.Ontheonehand,itisanimportantfoundationforthecontinuousgrowthofChina'seconomicscale,andontheotherhand,itisanimportantpropellerforthecontinuousoptimizationoftheeconomicstructure.Therapidexpansionofthescaleofenterpriseassetsisboundtocontinuetoexpandthebusinessarea,expandthescopeofbusiness,andseekfurtherdevelopment.Thisisthestrategicconsiderationof"diversification"and"collectivization".Intheprocessoftransformationfromsingleenterprisetogroupenterprise,itinvolvestheintegrationofresources,thecoordinationofplatformandtheunityofmanagement,whichrequiresmanagerstoestablishnewideasandmethodsinmanagementmode,thinkingmodeandbusinessmode.Groupenterpriseshavemanymembercompanieswithhighbusinessrelevance.Howsomediversifiedenterprisescanstrengthenthecontrolofsubsidiarieshasbecomeanimportanttopic.Generallyspeaking,thesubsidiarywithloosepolicycanhighlymobilizetheenthusiasmofthemembers,butitwillalsomakethememberenterpriseshavetoomuchautonomy.Intheoperation,itiseasytodeviatefromtheoverallstrategyofthegroup,andevencausesomeseriousproblemsduetothelackofsupervision.Theexcessivecentralizationorstrictcontroloftenmakesthememberenterprisesloseenthusiasm.Duetothelimitationinbusinessactivities,theenterpriselacksvitalityandbecomesan"executiveagency".Howtofindamoreappropriatewayofmanagementandcontrolinthetwoextremeshasbecomeaproblemthatneedstobeconsideredbygroupmanagersanddecisionmakers.ResearchpurposeandsignificanceTheoreticalsignificance:Theauthorhasdonealotofliteratureresearchintheearlystage,andlearnedthatmorescholarshavestudiedthehumanresourcemanagementofindividualandsinglebusinessenterprises,butlackofresearchongrouphumanresourcemanagementandcontrol.TheauthorsearchedinHowNet,andthereareonly194articlesonthemanagementandcontrolofgrouphumanresources.Andmostoftheabovestudiesarefromaqualitativepointofview,orabenchmarkenterpriseasacasetosummarize,lackofsomequantitativeresearch.Thispaperusesqualitativeandquantitativemethodstostudythehumanresourcemanagementandcontrolmode,toacertainextent,tofillthecurrentacademicresearchgap.Themethodofrelativeimportanceevaluationproposedinthispapercanbesaidtoprovideanewperspectivefortheselectionofhumanresourcemanagementandcontrolmode,whichisconducivetoenrichtheresearchonquantitativemethodsofhumanresourcemanagementandcontrolmode.Practicalsignificance:ThispapertakesXGroupofJiangsuProvinceasanexampletostudythemodeofhumanresourcemanagementandcontrol.Thispaperinvestigatesthebasicsituationanddemandsofhumanresourcemanagementandcontrolofits13subsidiaries,classifiesthemanagementandcontrolmodesthroughquantitativeresearch,andgivesmorespecificsuggestions.Thisprovidesanimportantreferenceforthecompanytocarryouthumanresourcemanagementandcontrolinthenextstep.Inaddition,theresearchmodegiveninthispaperprovidesareferenceschemeforothergroupenterprisestodesignhumanresourcemanagementsystem.ItgivesexperienceandEnlightenmenttostrengthenhumanresourcemanagementandcontrolandformhumanresourcejointforce.ResearchobjectsHumanresourcemanagementandcontrolisthecoreofgroupmanagementandcontrol.Moderatecentralizationanddecentralizationcangivefullplaytothevalueofhumanresources.Atthesametime,ensuretherealizationoftheoverallstrategyofhumanresourceservicegroup.Fordifferenttypesofmemberenterprises,differentmanagementandcontrolmodesshouldbegivenaccordingtoenterprisepolicies.Basedonthetypicalliteratureofhumanresourcemanagementandcontrol,thispaperconductsaquestionnairesurveyandinterviewswiththeemployeesofJiangsuXGroup,astate-ownedenterprise.Thispaperevaluatesandclassifiestherelativeimportanceofhumanresourcemanagementandcontrolofmemberenterprises,andgivessuggestionsonmanagementandcontrolmode.ResearchcontentsandmethodsThispapersummarizesandrefinestheconnotation,content,methodsandinfluencingfactorsofhumanresourcemanagementandcontrolthroughmorein-depthliteratureresearch.Throughtheunderstandingofnetworkinformationanddailywork,thispaperanalyzesthecurrentsituationofhumanresourcemanagementandcontrolofXGroupinJiangsuProvince.Throughtheformofquestionnairesurveyandinterview,combinedwiththerelevanttheoriesinthefield,findouttheexistingproblemsandthecausesoftheproblemsinthehumanresourcemanagementandcontrolofXGroupinJiangsuProvince.Onthisbasis,itanalyzestheinfluencingfactorsofhumanresourcemanagementandcontrolmodeselection,andscorestherelativeimportanceofhumanresourcemanagementandcontrolofeachsubsidiary.Onthisbasis,thepaperclassifiesthesubsidiaries,andgivesamoresuitablemodeofhumanresourcemanagementandcontrolforthesubsidiariesofdifferentcategories.Soastoformtheoptimizationschemeofhumanresourcemanagementandcontrol,andgivethesafeguardmeasuresandsuggestions.Accordingtotheresearchideasofthesubject,wewillstudyanddiscusstheoptimizationofhumanresourcemanagementandcontrolofJiangsuxgroupfromsixparts.Thefirstpartistheintroduction.Thispapermainlyintroducesthebackground,significance,ideas,methodsandcontentsofthisstudy.Thesecondpartisliteraturereview.Thispapermainlydefinesandanalyzestheconceptandmethodsofhumanresourcemanagementandcontrol.Thispapersummarizestheresearchonhumanresourcemanagementmodeathomeandabroad,andgivesaliteraturereview.Thethirdpartintroducesindetailtheorganizationalstructure,businesssector,statusofsubsidiariesandbranchesofJiangsuxgroup.Andfromtheperspectiveofhumanresourcemanagementtoshowthecompany'scurrentstatusofhumanresourcemanagementandcontrol.Thefourthpartthroughthequestionnairesurvey,fieldinterviewsandotherwaystocollecttheviewsoftheemployeesofeachsubsidiaryonthehumanresourcemanagementandcontrolmode.Onthisbasis,thispaperanalyzestheexistingproblemsandcausesofhumanresourcemanagementandcontrolofXGroupinJiangsuProvince.Itprovidesanimportantsupportfortheoptimizationofhumanresourcemanagementandcontrolmode.Thefifthpartgivespolicysuggestionsforeachtypeofhumanresourcemanagementandcontrolmodeandspecificcontent.Atthesametime,inordertoensuretheimplementationofhumanresourcemanagementandcontroloptimization,thispaperputsforwardthecorrespondingsafeguardmeasures.Thesixthpartistheconclusionandprospect.Thispaperexpoundsthemainconclusionsofthesubject,andexplainstheshortcomings.Whatfactsorinformationwillyouneedtogather?Howwillyouaccessthese?Itisofgreatvalueforthestate-ownedgrouptorealizethereasonableallocationofhumanresourcesandgivehumanresourcesmanagementandcontrolaccordingtotheactualsituationofitssubsidiaries,soastogivefullplaytotheadvantagesoftalentsandtapthepotentialofhumanresources.Inthisfield,theacademiahasdonesomeexploration.Generallyspeaking,humanresourcemanagementandcontrolisoneofthecontentsofhumanresourcemanagement.Inanarrowsense,humanresourcemanagementgenerallyreferstotheprocessinwhichindividualenterpriseseffectivelymanagetheirownhumanresources(Zhousichen,2015).However,whenthescaleoftheenterprisecontinuestoexpandandtheoperationofdiversificationandcollectivizationbegins,theorganizationalformoftheparentsubsidiarycompanyisformed.Atthistime,humanresourcemanagementinanarrowsenseisoftenlimitedtothegroupheadquarters(Yonezawas,2007).Memberenterprisesgenerallyhavetheirownhumanresourcemanagementframework.However,duetotheownershiprelationship,thegroupheadquartersmustcontrolitshumanresourcebehavior,includingrecruitment,training,performance,salary,cadreappointmentandremoval,anddetermineamoreappropriatecontrolmode,controlcontent,controldepthandcontrolrange.Thisistoensuretheoperationofthesubsidiarycompanycloselyaroundtheoverallstrategicdeploymentofthegroup.Thisalsoconstituteshumanresourcecontrol.Forenterpriseswithdiversifiedandgroupoperation,humanresourcemanagementandcontrolconstitutesanimportantmoduleofgroupmanagementandcontrol,eventhemostimportantmodule(BaiWangangetal.,2012).Humanresourcemanagementandcontrolfocusesontheresearchofmemberenterprises'topmanagementappointment,assessment,performanceevaluation,incentiveandsoon.However,withtheconceptof"talentisthefirstresource"and"people-oriented"becomingmoreandmorepopular,humanresourcemanagementandcontrolhasbeengivenmoreconnotationinbothacademicandbusinesscircles(LuXiaojuan,2020).Itisofgreatsignificancetorecognizehumanresourcemanagementandcontrolfromahigherpositionandcarryoutsystematicdesignoroptimizationtosynchronouslyimprovetheenthusiasmandstandardizationofmemberenterprises.Italsoplaysanirreplaceableroleinunifyingthegroup'sthinkingandfirmlydevelopingaroundthestrategicobjectives.Fromthispointofview,humanresourcemanagementandcontrolcanevenconstituteoneofthekeycharacteristicstodistinguishgroupenterprisesandindividualenterprises(ZhangZhaoxiang,2016).Forindividualenterprises,humanresourcemanagementandcontrolcanberegardedashumanresourcemanagement,whichreferstothemanagementofspecificaffairs(LengYanling,2013).Forgroupenterprises,humanresourcemanagementandcontrolreferstotherationalallocationofvarioushumanresources.Throughamoreappropriatewayofcentralizationanddecentralization,wecanstrengthenthesupervisionofthestandardizationofhumanresourcesofmemberenterprises,fullymobilizethecreativityandenthusiasmofmemberenterprises,formanoverallfor