Research On Human Resource Management And Control Of Lu Yin Investment Group

With the continuous development of market economy, both the internal and external environment have changed dramatically. Gradually, many enterprises are trying to improve themselves from the single group to the diversified group through assets reorganization and resources integration. The traditional management of human resource has not been able to reach the requirement of the modern enterprises to manage and control their own human resource. The business group should select the appropriate management control mode of human resource, according to the strategic planning of the parent company and the physical truth of the subsidiary companies. The appropriate management control mode will exploit the management advantages of the business group to the full. As a result, both the foreign and domestic experts are focusing on the related problems, how to choose the appropriate management control mode of human resource, find the key factors influencing the choice, and how to confirm the degree of decentralization of each subsidiary company for the business group.This paper is based on the research background, Lu Yin Investment Group as a specific case study, and analyze the problems existing in the human resource control, such as, the management control mode is too simple, the functional responsibilities are not clear and definite, and the workflows are missing or redundant, and so on. Furthermore, this paper has also studied and analyzed the theories related to the human resource management control mode and the key influential factors, and on this basis, built the evaluation model of human resource management control mode for Lu Yin Investment Group to select the influential factors. According to the statistical analysis of the practical examples and demonstrations, this paper has found the key factors influencing the selection of human resource management control mode for Lu Yin Investment Group. That is the Enterprise Ability Factor, the Resource Accumulation Factor, and the Cultural Identity Factor. Eventually, with the analysis of the main factor, the exposition aiming at the decentralization and the practical situation of each subsidiary company, this paper has confirmed three human resource management control modes suitable for the development of each subsidiary company, named the Administrative Mode, the Governance Mode and the Independent Management Mode. Including planning, recruiting, training, developing, assessing performance, and the compensation benefits, the human resource management is an effective measure and specific content for the parent company to control the subsidiary companies’human resource. Obviously, the different divisions of responsibilities and authorities between the parent company and each subsidiary company, always corresponds to the different human resource management control modes. Meanwhile, in order to ensure the implementation of the human resource management control mode and the functional responsibilities, this paper also summarize the workflow and optimize the related systems of human resource management.At last, with the view of improving and making up the shortage existing in Lu Yin Investment Group’s human resource management, the paper has presented a series of operation of safeguard measures corresponding to the practices on human resource management as follows:(1) Establishing the Human Resource Strategy Committee, and improving the construction of the organization.(2) Promoting the collaborative development of internal human resource management by the Resource Sharing Mechanism.(3) Reinforcing the cultural construction and the training in human resource management to improve the professional skills of the administrative staffs on different levels, and raising the collective consciousness.(4) Constructing the perfect E-HR Information System to improve the human resource management integrally.(5) Strengthening performance management to ensure the management and control objectives.