企业战略转型期人力资源管理机制的变革——以联想集团为例

The Change of Human Resources Management Mechanism in Corporate Strategy Transition——Take Lenovo Group for example

市场经济的发展及其不断深化的过程中,对企业而言既是机遇又面临着挑战,诸如一些企业在战略转型期,如何做好企业内部管理机制的变革抑或转型,这直接关系着企业的生存及其未来战略的发展方向。基于此,本文以联想公司在其战略转型期人力资源管理机制的变革作为研究论述的主线,通过对联想公司在转型期人力资源管理机制的完善及其规范,进而揭示其发展的成功"秘诀",为其他企业在战略转型期完善及其规范人力资源管理机制提供一些有益的经验。

The process of the development of market economy and the deepening of enterprise both opportunities and facing challenges, such as the number of enterprises in the strategic transition and the change of the internal management mechanism, how to do a good job or transformation, which is directly related to the survival of the enterpriseits strategy for the future development direction. This paper as the main line of research discussed in the strategic transformation of human resource management mechanism change Lenovo Lenovo improve its norms of human resources management in the transition mechanism, thus revealing the success of its development ＂secret＂ improve its norms of human resource management mechanism for other enterprises in the strategic transition to provide some useful experience.