科学技术的进步促进了产品的更新，也使得企业之间的竞争更加突显。在探 索企业长期发展的过程中，对于人才的需求更加明确，人才成为了决定企业活力 的重要因素。人力资源管理作为企业管理的核心环节，是企业吸引人才、留住人 才的关键，将最合适的人才放在最合适的岗位，做到科学的人力资源配置，从而 建立一支具有强大创造力、执行力的人才队伍，为企业生存与发展提供最有力的 保障。随着全球经济一体化的不断推进，我国经济体制改革也更加深化，事业单 位转制成为深化经济体制改革的重点之一，在事业单位转制过程中，人力资源管 理会面临很多问题。如何在事业单位实施现代人力资源管理制度，从传统事业单 位向现代化企业转型，是摆在所有事业单位面前的一道难题。因此本文以A研究 所为例，运用人力资源管理理论，对A研究所转制过程中人力资源管理问题进行 研究，从人才结构、人员招聘、薪酬激励、绩效考核、培训等方面进行探索分析， 提出一系列具有针对性的建议措施，希望给A研究所人力资源优化提供一些实践 经验。 本论文首先阐述了A研究所转制背景与选题意义，在对国内外研究综述和实 践进行归纳总结的基础上，提出本文研究的主要内容，介绍了主要的研究方法和 本文的创新点。其次界定了人力资源管理、人才资源规划、招聘等概念，同时介 绍了人力资源管理相关理论。再次以A研究所为研究对象，着重分析了A研究所 转制过程与人力资源管理现状，分析当前A研究所人力资源管理存在的问题，包 括人才结构不合理、薪酬的激励作用没有充分体现、考核制度不合理、缺乏市场 化的人才引进措施、缺乏竞争淘汰机制，并探究其问题产生的原因，包括管理观 念陈旧、激励机制不到位、科研事业单位性质的影响、东北地区的区位影响。最 后，提出解决A研究所转制过程中人力资源管理问题的对策，通过建立市场化人 才引进和培养体系、重建岗位体系、强化薪酬激励、优化绩效考核体系来提高A 研究所人力资源管理水平，从而保证A研究所能够顺利完成转制，使其在激烈的 市场竞争中仍能保持竞争优势。 关键词：军工研究所；人力资源管理；绩效 沈阳理工大学硕士学位论文 Abstract The progress of science and technology promotes the updating of products and makes the competition among enterprises more prominent. In the process of exploring the long-term development of enterprises, the demand for talents is more clear, which has become an important factor to determine the vitality of enterprises. As the core part of enterprise management, human resources management is the key to enterprises attract talents, retain talents, place the most appropriate talent in the most appropriate post, do scientific allocation of human resources, so as to establish a strong creativity and execution of talent team, provide the strong guarantee for enterprise survival and development. With the continuous advancement of global economic integration, China's economic system reform is also more deepened. The transformation of public institutions has become one of the key points of deepening the economic system reform. In the process of the transformation of public institutions, human resource management will face many problems. How to implement modern human resource management system in public institutions and transform from traditional public institutions to modern enterprises is a difficult problem for all public institutions. So in this paper, A research institute as an example, using the theory of human resource management, the institute of human resource management in the process of the conversion of A problem to study, from the personnel structure, staff recruitment, compensation, performance appraisal, training and exploration on the aspects, such as analysis, suggest A series of targeted measures, want to give A research institute of human resource optimization to provide some practical experience. Firstly, this paper expounds the background of A research institute's transformation and the significance of the topic selection. Based on the summary of domestic and foreign research review and practice, this paper puts forward the main content of this research, introduces the main research methods and the innovation points of this paper. Secondly, it defines the concepts of human resource management, human resource planning and recruitment, and introduces relevant theories of human resource management. Again with A research institute as the research object, this paper analyzes the institute A transformation process and the present condition of the human resource management, analyses the current problems existing in the research of human resource 沈阳理工大学硕士学位论文 沈阳理工大学硕士学位论文 management, including the structure of talents is not reasonable, compensation incentive is not fully manifests, unreasonable appraisal system, lack of market-oriented measures of talent introduction, eliminated the lack of competition mechanism, and explore the causes of the problem, including management idea obsolete, insufficient incentive mechanism, scientific research institutions of the influence of the nature, the northeast regional influence. Finally, put forward to solve A research institute in the process of the conversion of the human resource management problems, through the establishment of market-oriented talent introduction and cultivation system, reconstruction of post system, strengthening the salary incentive, optimization of performance evaluation system to improve the level of A research institute of human resource management, thus ensuring A institute would be able to complete the transformation, in the fierce market competition is still to maintain A competitive advantage. Key words: military institute; human resource management; performance 目 录 第1章 绪论 .......................................................... 1 1.1 选题背景及意义 .............................................. 1 1.1.1 选题背景 ............................................... 1 1.1.2 选题意义 ............................................... 2 1.2 国内外研究综述和实践 ........................................ 3 1.2.1 国外研究现状 ........................................... 3 1.2.2 国内研究现状 ........................................... 5 1.3 研究内容与方法 .............................................. 7 1.3.1 研究内容 ............................................... 7 1.3.2 研究方法 ............................................... 8 1.4 本文的创新点 ................................................ 8 第2章 相关概念界定及理论基础 ........................................ 9 2.1 相关概念界定 ................................................ 9 2.1.1 人力资源管理定义 ....................................... 9 2.1.2 人力资源管理内容 ....................................... 9 2.2 相关理论基础 ............................................... 12 2.2.1 马斯洛需求层次理论 .................................... 12 2.2.2 组织认同理论 .......................................... 14 2.2.3 波特—劳勒的综合激励理论 .............................. 14 第3章 A研究所简介与人力资源管理现状 ............................... 16 3.1 A研究所简介 ............................................... 16 3.2 A研究所转制过程 ........................................... 16 3.2.1 组建经营管理团队 ...................................... 16 3.2.2 建立企业化管理制度 .................................... 17 3.2.3 构建企业化运营模式 .................................... 18 3.3 A研究所人力资源管理现状 ................................... 18 3.3.1 人员结构基本情况 ...................................... 18 沈阳理工大学硕士学位论文 沈阳理工大学硕士学位论文 3.3.2 人力资源规划现状 ...................................... 19 3.3.3 招聘现状 .............................................. 20 3.3.4 绩效考核现状 .......................................... 22 3.3.5 薪酬激励现状 .......................................... 23 3.3.6 培训现状 .............................................. 25 第4章 A研究所转制过程中人力资源管理存在问题及原因分析 ............. 26 4.1 A研究所转制过程中人力资源管理存在问题 ..................... 26 4.1.1 人才结构不合理 ........................................ 26 4.1.2 薪酬的激励作用没有充分体现 ............................ 26 4.1.3 考核制度不合理 ........................................ 27 4.1.4 缺乏市场化的人才引进措施 .............................. 28 4.1.5 缺乏竞争淘汰机制 ......................................