博碩士論文 984300063 完整後設資料紀錄

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DC.creatorChung-ninw Wangen_US
DC.descriptionNational Central Universityen_US
dc.description.abstract過去30年,出口型經濟與低工資勞動力相結合,使中國成為低成本製造業的世界工廠,促使中國成為全球第一大外匯儲備國,第二大對外貿易國,以及第二大經濟體。然而在預期平均壽命增加及獨生子女政策的雙重作用下,未來十到三十年間中國將徹底進入老齡社會;在人口優勢不再,到處呈現缺工現象,人工費用不斷上升的成本壓力下, 「十二五」規劃綱要提出,要加快發展生產性服務業,大力發展生活性服務業,未來五年將是「黃金五年」。在經濟已足以支撐外食人口的當今,估計現有年消費額40,000億元的外食市場空間,並且以平均每年16%以上增長。服務業就業人數佔全部就業比重達40%,服務貿易總額約為7,000億美元。服務業利用外資規模將達到1,100億美元。   連鎖品牌的餐飲服務業,是一個高勞力密集的產業。「人」是連鎖品牌的餐飲服務業最急需解決的問題。在充滿不確定性管理的當今環境, 以個人服務的公司作為個案分析,經由訪談、蒐集、分析、實地觀察等等;以SWOT分析的方式來制定主要的策略,在方向性的決策上,為組織做架構性的調整;其中在人力資源不確定管理中的策略考量與執行,我們率先以面臨新的國家政策的改變,先行解決全面社保化所帶來的人事成本遽升的問題。經由研究討論所採取的兩個方案,第一為用工模式調整,開一家勞務派遣公司,以異地派遣的方式用工,降低立即面臨的稽核力度風險及爭取分批加保的時間以保住較佳的公司利潤空間,也同步解決連鎖餐飲體系中頻繁調動所產生對於勞動關係所帶來的衝擊;第二為實施人力精實計畫,第一階段先調整用工對象,由全職人員調整增加不用加入社保及不存在勞動關係的小時工,同時可得到的好處是在面臨缺工現象時,開拓人力來源,精準安排人力,進而達到提高生產力以降低部分的人力成本。 在經由人力資源策略的全社保化方案及人力精實計畫的推動下,如何在不確定環境下避開最大風險保有較佳利潤,貫徹及有效率地進行既定計畫,有賴於公司全體的決心與努力;並由此人力資源策略展開於未來經營決策時之依據,以提升J公司中式快餐連鎖品牌的競爭優勢,做出足以適合公司生存及發展茁壯的最好改變,朝永續經營邁進。 zh_TW
dc.description.abstractWhile China has grown to be the world’s factory in the past two decades, it has also been transforming into a large consumer market gradually. The recently announced “Twelfth Five-Year Plan” proposed to accelerate the development of products and services would make the next five years the “golden era” for the Chinese fast-food restaurants chains. In 2011, the Chinese market spent around 40,000 billion RMB on outside dinning, with an expected 16% annual growth. Chinese fast-food chain is highly labor-intensive, and man power has now become one of the most urgent issues facing the industry. This research is a case study targeting at a specific fast-food chain, looking into its problem and attempting to arrive at a strategic recommendations for its management. The study was conducted through case analysis, interviews, data collection, field observation, etc. Due to the new national policy changes, new strategies need to be adopted to avoid uncertainty within the organization structure and human resource. A SWOT analysis was carried out to derive at the key strategies, and for the organizational structure adjustments that must be made. The final recommendations are two courses of action. First, is to adjust the hiring practice: startup a new company that will provide the required labor to the company, and will be in charge of ensuring the control of the company’s budget and profit margins. Simultaneously, it will solve the problems in the restaurant chains caused by the mobilization of labor from one region to another. Second, hire hourly paid employees in order to downsize the regular labor force and also cut down the costs in labor insurance and other benefits. It is also beneficial to those people who need employment but cannot commit to a full-time job. Through the implementation of these new human resource strategies, the company will be able to downsize its labor and to increase productivity, thereby increase profits. By increasing profits and implementing a solid strategy, the fast-food restaurant chain will increase its competitive advantage and will be able to thrive in this growing industry, moving towards sustainable management. en_US
DC.subjectHuman resources strategiesen_US
DC.subjectfast-food restaurant chainen_US
DC.subjectSocial Security Lawen_US
DC.subjectLean HR Programen_US
DC.subjectTwelfth Five-Year Planen_US
DC.publisherNational Central Universityen_US

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