建筑企业多项目管理的关键是在相同或相似的项目之间进行资源分配,企业由于资

源限制,不可能完全满足所有项目的资源配置,因此如何有效地配置资源以避免项目问

资源冲突并且提高资源利用率,对于项目成功实施能够起到重要作用。在完成建筑企业

目标所需的各种资源中,最重要的是人力资源,项目人力资源管理的差异决定了项目进

程的差异。项目参与人员又需要有一定的一贯性,比如技术人员往往同时参与到多个项

目中,而单个项目的不同阶段又需要同一批技术人员不同程度地参与。所以,建筑企业

如何合理、有效地配置人力,提高人力资源利用效率,以满足建筑企业多项目管理中的

人力资源需求并缩短工期,从而降低建筑企业成本、实现建筑企业战略目标,成为建筑

企业管理中的核心问题,也是多项目管理的难点和重点。

本文运用所学人力资源相关理论知识重点就A公司进行了现状分析,论述中,本文

围绕提出问题、分析问题以及解决问题的研究思路为本课题研究的展开进行了论述。如

在问题的提出层面,本文就本课题研究的背景、国内外研究现状以及本课题所涉及的人

力资源管理知识进行了概述,为本文研究的顺利进行做好了理论铺垫;在问题的分析层

面,本文重点就A公司人力资源管理的现况进行了诊断,重点分析了 A公司绩效考核、

教育培训等五大模块,为深入剖析A公司人力资源存在的问题作出了一些有益的探索;

此外,在解决问题的层面,本文最后就A公司人力资源优化问题提出了一些对策和建议,

以期为完善A建公司人力资源管理机制做些有益的贡献和研究尝试。

关键词:A公司;人力资源;配置;

Abstract

The key for a construction enterprise's multi-project management is to conduct resource

allocation between identical or similar projects. According to resource limit,not all projects'

resource allocation can be satisfied, therefore,how to effectively allocate resource in order to

avoid resource conflict between projects and increase the resource utilization rate, plays an

important role in the successful implementation of projects. Among all the resource required

in accomplishing a construction enterprise's goal,human resource is the most important one,

and the difference in project's human resource management determines the difference of

project process. The participants of certain project need to be coherent, for example, the

technicians usually take part in many projects at the same time, and different phases in a

single project need the same group of technician's participation in varying degrees. Thus, for

a construction enterprise, how to reasonably and effectively allocate human resource and

increase its efficiency, in order to satisfy human resource demand in multi-project

management, reduce cost and realize construction enterprise's strategic goals,has become the

core issue in construction enterprise's management, as well as the difficulty and emphasis in

multi-project management.

This article applies relative human resource theory to conduct company A's status

analysis. This issue's research idea is circled with proceeding question, analyzing question

and solving question. For example, in the level of proceeding question, this article

summarizes this issue's research background, domestic and foreign research status and related

human resource management knowledge, which underlay the theoretical basis for this

research's progress; in the level of analyzing question, this article emphasizes on company A's

human resource status' analysis, including five modes, such as performance assessment,

educational training, which conducts some beneficial explorations in deep understanding

company A's human resource problems; moreover, in the level of solving problems, based on

company A's human resource optimization problem, this article proposes some

countermeasures and suggestions, in order to make some beneficial contributions and

attempts for optimizing company A,s human resource management scheme.

Keywords: Company A, Human Resource, Allocation