人力資源外包的運(yùn)作模式及其策略研究

23000字        29頁(yè)



摘    要


外包作為一種新型的管理模式，最初興起于實(shí)踐界，由于其為企業(yè)帶來(lái)的巨大的經(jīng)濟(jì)價(jià)值，近年來(lái)也引起了理論界的廣泛關(guān)注。在歐美等發(fā)達(dá)國(guó)家，人力資源外包得到了長(zhǎng)足的發(fā)展，企業(yè)已經(jīng)有了比較完善的操作程序來(lái)實(shí)施這項(xiàng)業(yè)務(wù)，人力資源外包的運(yùn)作有章可循。而在我國(guó)，“人力資源外包”這一概念剛剛引入不久，正處于起步階段，它的具體實(shí)施還有待于研究。在這種情況下，一家企業(yè)有沒(méi)有必要去實(shí)施人力資源外包策略，如何實(shí)施，采用怎樣的外包模式，是我國(guó)企業(yè)當(dāng)前面臨的重要問(wèn)題。

本論文從人力資源管理外包理論的研究背景入手，繼而分析人力資源管理外包在國(guó)內(nèi)外的研究現(xiàn)狀，在此基礎(chǔ)上通過(guò)對(duì)人力資源外包的界定、產(chǎn)生原因及主要內(nèi)容的分析來(lái)更加深入的了解人力資源管理外包。然后對(duì)人力資源外包的一般模式進(jìn)行探討，并通過(guò)模糊評(píng)判原理來(lái)建立人力資源管理外包模式的選擇模型，對(duì)企業(yè)的人力資源管理外包提出建議。最后通過(guò)以x公司為例，做人力資源外包管理的實(shí)證分析。




關(guān)鍵詞：外包，人力資源管理，模式

 


ABSTRACT


As a new managing mode, outsourcing was firstly developed from the practical field. The theoretical field also has widely focused on it in recent years, because it has greatly brought the companies economic values. The HRO (Human Resourcing Outsourcing) has developed wider and deeper in developed countries of Europe and United States. Companies there have been able to carry out the business with sounding operational procedures. As a result, the HRO can work according to certain rules. Compared with China, the concept of HRO just was introduced not long ago. It is developing at the first stage, so the details are undertaking to be studied. Under these circumstances, the companies in China have to face some important problems nowadays. For example, is it necessary to use strategies of HRO for a company? How to work? Which kind of mode should be adopted?

This paper will theoretically start with the researching background of HRO. And then it will analyze the researching situations of HRO in China and aboard. HRO can be effectively understood by analyzing some questions. For example, what is it? Why did it emerge? What is it concluded? It will discuss the general mode of HRO. The selective mode of HRO will be established based on Fuzzy eva luation Theory. Afterwards, it will give some advice on the HRO in the companies. At last, it will take X Co. for an example to empirically analyze the HRO.




Keywords: outsource, human resource management , model


 




目    錄


摘要............................................................................................................Ⅰ

ABSTRACT.................................................................................................Ⅱ

目錄............................................................................................................Ⅲ

1. 緒論........................................................................................................1

 論文的研究背景.......................................................................................1

 國(guó)內(nèi)外研究現(xiàn)狀綜述.................................................................................2

1.2.1國(guó)外研究現(xiàn)狀............................................................................................2

1.2.2國(guó)內(nèi)研究現(xiàn)狀............................................................................................3

1.3論文的主要研究?jī)?nèi)容......................................................................................5

2.人力資源管理外包的理論綜述..............................................................6

2.1概念及產(chǎn)生原因............................................................................................6

2.1.1人力資源外包的定義...................................................................................6

2.1.2人力資源外包產(chǎn)生的原因.............................................................................6

2.2人力資源外包的主要內(nèi)容................................................................................8

2.3我國(guó)人力資源管理外包的發(fā)展現(xiàn)狀...................................................................10

3.企業(yè)人力資源外包的模式選擇............................................................12

3.1人力資源管理外包的一般模式.........................................................................12

3.2模糊綜合評(píng)判原理在外包模式選擇中的應(yīng)用.......................................................14

3.2.1模糊綜合評(píng)判原理.....................................................................................14

3.2.2模糊綜合評(píng)判法的基本步驟.........................................................................14

4.案例分析..........................................................................................