上海相宜本草化妆品有限公司战略人力资源管理实证研究

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上海相宜本草化妆品有限公司战略人力资

源管理实证研究

摘要

21 世纪，人类进入了一个以知识为主宰的全新经济时代。在这样一个十倍速变化的时代，人力资源

与知识资本优势的独特性成为企业重要的核心技能，人力资源的价值成为衡量企业整体竞争力的标志。同

时人力资源管理经历着前所未有的来自全球一体化的力量如信息网络化的力量、知识与创新的力量、顾客

的力量、投资者的力量、组织的速度与变革的力量等各种力量的挑战和冲击。p

本文围绕上海相宜本草化妆品有限公司人力资源管理进行研究。在本课题的研究过程中，作者主要运

用人力资源管理的相关理论和方法，分别对上海相宜本草化妆品有限公司企业运营环境、目标和人力资源

管理措施进行具体的分析。作者重点阐述了为适应公司五年战略规划及长远发展目标适配的人力资源战略，

同时提出了实施人力资源战略的相关措施，即人力资源战略与公司发展战略相结合，完善组织结构、优化

人力资源配置、提供有竞争力的薪酬体系、符合公司战略发展的培训体系、建立完善的绩效评价系统、科学

的职业发展规划等，从而提升公司人力资源管理水平，以人力资本引领并推动公司长远发展。

在全球知识经济高速运转的今天，企业的关注已经逐渐从资本控制转移到企业文化的建设，而员工流

动率作为企业人力资源状态的评价标准之一，其比率的高低能够反映出企业文化的现状。本文开篇提出所

要研究的问题后，阐述了现在企业理论界及实践界对中小民营企业核心员工流失的制度误区及对策，面对

核心员工的高流失率，怎样使企业的的核心员工网络在自己的旗帜下并使之为企业服务，是中小企业目前

面临的最大问题。中小企业的核心员工应该是与中小企业经营效益有直接、重要相关且具有不可替代性的

人。其不可替代性现现在两个方面：其一是劳动力市场供应的稀缺性。物以稀为贵，市场供应的稀缺性决

定了相关岗位的员工在特定的时间段或经营环境内部，成为一定意义上或某些方面不可替牮员工。其二是

企业正常生产经营活动中的不可缺少性。某一角色表面看似乎不是十分重要，或对绩效似乎没有直接的贡

献，但一旦缺位就可能带来连锁的、甚至是重大的损失，这种员工就是别人不能替代的或短期难以替仝的

员工。核心员工的价值来源于其区别于其他员工的独特的能力，这种能务不可复制且难以模仿，并能为企

业带来超额的价值。这种独特的能力使核心员工与普通员工在社会地位、组织地位、个人价值、个人回报等

方面区别开来，并增加了其社会敏感性，比普通员工更希望得到尊重、重注意维护其尊严。

中小民营企业在核心员工的使用上，有一种错误的认识，就是“外来的和尚会念经”。当公司旦出现

关键岗位空缺，他们首先想到的是先从外部招聘人员，而不考虑从内部提拨、不重视企业自身所拥有的人

才的开发和使用。中小企业，往往没有相应的人才教育，培训机制，也缺乏激励核心员工自我完善的措施

和方法。实际上，外部招聘对中小企业的发展不利。首先，为关键岗位配置外部人员会冒很大的风险。如果

他们的价值观不能和中小企业的企业文化融合，形成共同的价值追求，会严重影响这些人才在中小企业中

能力和技能的发挥。影响到企业的发展。其次增加企业的成本。

中小民营企业在经营管理中，往往忽视个体差异，缺少横向通道，进行科学、有效的职业生涯管理是

中小企业留住核心员工的重要环节，但许多企业设计的职业通道和职业目标往往是单一的，没有充分体现

出个体之间的差异。这导致核心员工的潜能不可能得到最大限度的发挥。中小民营企业大多采用经济薪酬

为主的传统的薪酬体系。大量事实证明，物质刺激的边际效用是递减的，难以达到长期激励的目的。对于

企业的核心员工来说，他们更多考虑的是个人成长、事业舞台、上司的赏识、同事的认可、工作的有趣性，

独当一面的机会等等。

等者对核心员工高流动率相关理论、原因、各项弊端及有效构建稳定机制，提出了自己独特的见解。以

上海相宜本草化妆品有限公司核心员工在 09 年度实际流动情况作为案例进行研究，最后提出了有效构建

核心员工稳定机制的改进建议。

上海相宜本草化妆品有限公司在竞争严峻的护肤品市场取得良性高速的发展，应通过综合竞争能力的

提升，发挥人力资源优势，得以长期生存与持续发展，从而取得战略目标的胜利。

Abstract

The 21st century saw a new era in which the knowledge prevails. Now, with the ever evolving

economic climate, the unique advantages gained from human resources and knowledge capital is

becoming the core of an organization. The value of human recourses has been defined as an

important indicator of the overall competitive edge of an organization. At the same time,

management of human resources is facing unprecedented challenges posed by the development of

globalization, information network, innovation, customer care, investor requirement, and the

organizational development and transformation.

This Article performs a comprehensive analysis on management of human resources in Shanghai

Inoherb Cosmetics Co. Ltd mainly focusing on its operational environment, goals and human

resources management procedure, by using theory and methodology of human resources

management. The Author emphasizes on the Human Resources strategy suitable for the Company’s

five year plan and long term development target and at the same time provides relevant measures for

the implementation of Human Resources strategy in order to improve the management of Human

Resources and assist long-term development by exploring human resources, for example, the

combination of Human Resources strategy and business development strategy, perfection of

organization structure, optimization of allocation of Human Resources, provision of competitive

payroll system and training system suitable for business strategy development, establishment of

perfect performance evaluation system and scientific career development plan.

Nowadays, the rapid development of knowledge economy has driven organizations to gradually

migrate its focus from capital control to culture cultivation. As one of the measurements evaluating

the status of Human Resources in organizations, employment turnover ratio reflects the status of

company culture. This article points out the misunderstanding in theory and implementation when

small and medium-sized private organizations solve the problem of key personnel turnover. One of

the most serious challenges in such organizations is how to decrease the turnover rate of key

personnel and attract them staying and contributing to organizational development. Key Personnel in

Small and Medium Business (“SMB”) indicates those important, irreplaceable employees whose

performance will directly impact the business. Their irreplaceability can be explained in two aspects:

The first aspect is the rareness in labor market. An old saying states “A thing is priced if it is rare”.

The rareness in market supply leads to the fact that some employees will become, to some extent,

irreplaceable in certain operation period or environment; the second aspect is indispensability in

organizational operation. Some roles may not be as important as they seem to be, or they do not

have direct contribution to business growth. However, absence of such roles may result in

consequential or severe losses. Those are the key personnel, who cannot be replaced or replaced

within a certain period of time. The value of such key personnel is that their expertise is different

from other employees’ and cannot be easily copied. They are able to bring extra surplus value to the

organizations. Such expertise differentiates them from other common employees in social position,

organization position, personal value and personal return aspects. They are more sensitive than other

common employees and care more about respect from the organization.

Many SMBs have wrong concept in using key personnel. They hold the opinion that “Visiting

Monks Give Better Summons”. Therefore when there is any vacancy in key positions, they firstly

think about external enrollment but never think about internal promotion. They do not value

development or utilization of internal human resources. In such SMBs, usually there is no education

or training system or rules to motivate key personnel. In fact, external enrollment is very

disadvantageous to the development of SMBs. The first reason is that it is very risky to hire key

personnel through external channel. If their value cannot be combined with the organization’s

culture, they cannot display their ability or expertise to the full extent which will seriously affect the

development of the organization. The second reason is that they will increase the organization’s cost.

During its operational management SMBs usually ignore individual difference and lack horizontal

communication. It is very critical for such SMBs to design a scientific and efficient career

management system to attract key personnel. However, the career development channel and

objective designed by many SMBs is single and cannot reflect individual difference. The key

personnel cannot display their potentials to the maximum extent. In addition, SMBs always use

traditional payroll system focused on economic compensation. It is proven by many facts that the

marginal utility of material incentive decreases progressively and cannot be used as a long term

incentive method. As the key personnel, they will think more about individual growth, career

development, appreciation by supervisors, recognition by colleagues, enjoyment from the work and

chance to undertake important task solely.

The Author presents her unique insight with regard to the theories, reasons, disadvantages of high

turnover rate of key personnel and establishment of stable systems. She takes the actual turnover rate

of key personnel of Shanghai Inoherb Cosmetics Co., Ltd for the year of 2009 as the case for

research and finally provides suggestions for improvement in establishment of a stable system for

the key personnel.

Shanghai Inoherb Cosmetics Co., Ltd has achieved positive and rapid development in the

serious competitive cosmetics market. It should pursue long term existence and sustainable

development through improvement of general competitiveness and display of human resources

advantages in order to achieve strategic victory.

关键词：上海相宜本草化妆品有限公司、人力资源、管理、实证研究

第一章绪论

1.1 论文选题背景及意义 6

1.2 研究的动机 7

1.3 研究的对象 8

1.4 研究的方法 8

1.5 名词解释 11

第二章文献回顾评论

2.1 国内外人力资源发展历史 12

2.1.1 人力资源管理的历史 12

2.1.2 现代人力资源管理与传统人事管理的主要区别 12

2.2 国内外人力资源现状 13

2.1.1 中国人力资源管理的现状 13

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摘要：

上海相宜本草化妆品有限公司战略人力资源管理实证研究摘要21世纪，人类进入了一个以知识为主宰的全新经济时代。在这样一个十倍速变化的时代，人力资源与知识资本优势的独特性成为企业重要的核心技能，人力资源的价值成为衡量企业整体竞争力的标志。同时人力资源管理经历着前所未有的来自全球一体化的力量如信息网络化的力量、知识与创新的力量、顾客的力量、投资者的力量、组织的速度与变革的力量等各种力量的挑战和冲击。本文围绕上海相宜本草化妆品有限公司人力资源管理进行研究。在本课题的研究过程中，作者主要运用人力资源管理的相关理论和方法，分别对上海相宜本草化妆品有限公司企业运营环境、目标和人力资源管理措施进行具体的分析。...

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