中國大陸國有企業改革背景下的人力資源管理－－以鐵路企業改革為例

Research on Human Resources Management under the Background of State-owned Enterprise Reform-- Taking the Human Resources Reform of Railway Enterprises as an Example

在中國大陸國有企業改革背景下，企業治理與人力資源管理成為國企改革的「主旋律」。作為經濟體制改革的中心環節，國企深化改革需要解決諸如不公平競爭、效率低下、人員冗餘等老問題；同時，落實董事會規範化建制、經營管理者市場化選聘、職業經理人制度化推行、混合所有制企業員工中長期激勵四項人力資源改革措施，成為國企深化改革工作的重中之重。鐵路作為典型的大型國企之一，肩負著為國企改革創造經驗的重任，而鐵路企業人力資源改革，是否契合建立戰略人力資源管理路徑？則為本文主要研究問題。
本文探討中國大陸國企改革背景下的人力資源管理，並以鐵路企業的人力資源改革為案例，結合文獻分析法和對比分析法，通過鐵路企業國企改革背景下的人力資源改革情況與戰略人力資源改革路徑進行對比分析，得出結論：鐵路企業雖然在政企分開、人員精簡、企業民主制度管理等方面有重大變革，在多元化經營的環境下在人力資源管理方面對識人、選人、用人、育人、留人也十分符合向戰略人力資源管理轉變路徑，但由於人力資源改革必然服務於國企體制改革這一大前提，所以在充分維護既有員工利益方面，也存在一部分妥協，並不得不保留一些原有制度，所以在薪酬制度；管理層冗員，作業層缺員；董事會制度在實操層面並不能完全落實三方面仍有欠缺。

This article focuses on human resources management under the background of state-owned enterprise reforms in mainland China. This paper uses the human resources reform under the background of the reform of state-owned enterprises as a case, combines literature analysis and comparative analysis, and adopts human resources under the background of reform of state-owned enterprises in railway enterprises. A comparative analysis of the resource reform situation and the strategic human resource reform path concluded that although the railway enterprises have made major changes in the separation of government and enterprises, streamlining of personnel, management of corporate democratic systems, etc., in the context of diversified operations, human resources management It is also very consistent with the path to strategic human resource management for knowledge, people selection, employment, education, and retention. However, since human resources reform will inevitably serve the major premise of the state-owned enterprise system reform, it will fully safeguard the interests of existing employees. There is also a partial compromise, and some old systems must be retained. Therefore, there are still some gaps in the compensation system; the redundant management team, and the lack of staff at the operational level; and the board system cannot be fully implemented at the practical level.