本文關(guān)鍵詞： 工程項目 人力資源 人力資源配置管理　出處：《中國海洋大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著經(jīng)濟的不斷發(fā)展和社會的進(jìn)步,人力資源被置于推進(jìn)經(jīng)濟發(fā)展眾多資源的首位。這是因為憑借人力資源可以有效地整合和利用各類資源,通過對資源進(jìn)行整合后的再分配,使它們能夠在恰當(dāng)?shù)臅r間或適當(dāng)?shù)目臻g最大化的發(fā)揮出自身的效能。 建筑類項目的管理實踐一直在不斷的發(fā)展中,但與其發(fā)展不相匹配的是,行業(yè)從業(yè)人員的層次較低,缺乏基本的專業(yè)知識,只能在項目中提供體力支持,幾乎無法參與項目的督導(dǎo)管理,所以工程項目的“人力”課題亟需重視,與此同時,相關(guān)的人力資源配置機制及與之相配套的激勵和培訓(xùn)體系也需要建立,來實現(xiàn)項目人力資源的優(yōu)化配置,從而更有效地發(fā)揮人力資源在項目管理中的重要作用。 本文對項目管理、人力資源管理、項目人力資源配置管理等相關(guān)理論、方法進(jìn)行了比較系統(tǒng)的闡述,并有針對性地選擇實證案例深入和細(xì)致地展開分析,在此基礎(chǔ)上,提出人力資源在項目管理過程中的重要性。項目人力資源配置管理的本質(zhì)是在項目運營過程中讓合適的人在合適的位子上做合適的事情,但不能偏離項目目標(biāo)、影響項目進(jìn)度、忽略項目內(nèi)外部環(huán)境的變化等狀況,然后采取從內(nèi)部錄用或從外部市場招聘等方式獲取項目必備人員,利用科學(xué)的管理方法,把獲取的人員配置到合適的崗位上,促進(jìn)這些人員與項目團隊的充分融合,提升團隊的整體業(yè)務(wù)水平,共同實現(xiàn)項目目標(biāo)。 本論文首次選擇酒店類建筑工程項目為研究背景,結(jié)合酒店管理的思維對該項目的人力資源配置管理狀況進(jìn)行實證分析,針對所發(fā)現(xiàn)的問題提出自己的見解和對策,將理論研究與建筑工程項目實踐相結(jié)合。由于人力資源配置日益表現(xiàn)出來的重要性,任何工程、企業(yè)在進(jìn)行建筑工程項目管理時都應(yīng)該從自身的實際情況出發(fā)對人力資源進(jìn)行科學(xué)、合理地配置,積極構(gòu)建利于項目推進(jìn)、企業(yè)發(fā)展的人力資源配置體系。本文的研究結(jié)論值得相關(guān)項目、企業(yè)借鑒,同時,對建筑工程類項目人力資源的配置管理也能夠提供些許參考。
[Abstract]:With the continuous development of economy and the progress of society, human resources are placed in the first place to promote economic development. This is because human resources can effectively integrate and utilize all kinds of resources, through the integrated redistribution of resources. Enable them to maximize their effectiveness at the right time or in the right space. The management practice of construction projects has been developing continuously, but it is not matched by the low level of industry employees, lack of basic professional knowledge, can only provide physical support in the project. It is almost impossible to participate in the supervision and management of the project, so the "manpower" of the project needs to be paid more attention to. At the same time, the related human resource allocation mechanism and the corresponding incentive and training system also need to be established. To achieve the optimal allocation of project human resources, thus more effectively exerting the important role of human resources in project management. In this paper, the related theories and methods of project management, human resource management and project human resource allocation management are expounded systematically, and the empirical cases are selected and analyzed deeply and meticulously, on the basis of which, The importance of human resources in the process of project management is put forward. The essence of human resource allocation management is to let the right person do the right thing in the course of the project operation, but it can not deviate from the project objective and affect the progress of the project. Ignoring the changes in the internal and external environment of the project, and then acquiring the necessary personnel from the internal or external market, and using scientific management methods to allocate the acquired personnel to the right position, Promote the full integration of these personnel with the project team, improve the overall business level of the team, and jointly achieve the project objectives. In this paper, we choose the hotel construction project as the research background for the first time, combining with the thinking of hotel management to make an empirical analysis of the human resource allocation management situation of the project, and put forward my own opinion and countermeasures in view of the problems found. Combining theoretical research with the practice of building engineering projects. Due to the increasing importance of human resource allocation, any project, Enterprises should carry out construction project management from their own actual conditions to carry out scientific and rational allocation of human resources, actively build conducive to the project, The conclusion of this paper is worth learning from relevant projects and enterprises, at the same time, it can also provide some reference for human resources allocation management of construction projects.
【學(xué)位授予單位】：中國海洋大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F426.92;F272.92

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 馮雪峰;;淺談工程項目中的人力資源管理[J];電力建設(shè);2007年02期

2 王恢;溝通是項目管理成敗的關(guān)鍵[J];商業(yè)經(jīng)濟;2004年06期

3 張新艷;;略論企業(yè)施工項目人力資源的配置[J];經(jīng)濟問題;2008年11期

4 鄭艷平;王輝;;工程項目人力資源管理的研究[J];基建優(yōu)化;2007年05期

5 黃有亮,成虎;工程項目管理理論與實踐新進(jìn)展綜述[J];江蘇建筑;2003年S1期

6 杜葵,陳永鴻;對項目管理概念的延伸思考[J];建筑經(jīng)濟;2004年04期

7 黃家慧;;淺論我國工程項目管理的發(fā)展[J];企業(yè)技術(shù)開發(fā);2011年19期

8 趙曙明;人力資源管理理論研究現(xiàn)狀分析[J];外國經(jīng)濟與管理;2005年01期

9 張弘,趙曙明;人力資源管理理論辨析[J];中國人力資源開發(fā);2003年01期

10 謝晉宇;人力資源管理模式:工作生活管理的革命[J];中國社會科學(xué);2001年02期

，

本文編號：1519507