桃花茶分类号：C93密级：公开
种植春天
学校代码：*****学号：**********
专业硕士学位论文
（统招非全日制）
FQ公司大堂经理外包项目风险管理研究
作者姓名徐晓丽
指导教师马伟副教授
专业领域工商管理
培养单位商学院
答辩日期2020年6月16日
摘要
随着全球日益激烈的竞争环境和国际分工的不断细化，以及信息技术的广泛应用，国内外企业为提高核心竞争力，越来越多的企业开始关注外部资源，纷纷将自身的非核心业务外包给专业服务公司。银行大堂经理外包也是人力资源外包服务的一部分，银行会通过聚焦核心业务，为了降低成本、分散经营风险，把基础性、通用性的大堂经理外包给第三方的人力资源服务公司。FQ公司在银行大堂经理外包服务有多年服务经验，为在行业树立良好的口碑、赢得客户信赖。公司在外包服务前期、中期、后期进行风险管理，降低运营成本，从而在市场中更有竞争力。本文基于国内外的综合研究对FQ公司大堂经理外包服务的现状、风险因素、风险评价以及风险预防措施进行了分析，有助于更加深入的FQ公司大堂经理外包服务的运行机制，丰富和完善其研究的理论和方法，为推进FQ公司大堂经理外包服务的优化提供对策建议。
首先，在深入剖析外包服务和风险管理的相关概念及理论的基础上，对FQ公司大堂经理外包服务的相
撞及风险因素进行了分析。外包工作大致分为以下几个阶段：外包服务磋商阶段、外包服务合同签订阶段、外包服务执行阶段、外包退出阶段。运用风险管理的相关理论，通过文献研究法、案例研究法、访谈调研法、德尔菲法等研究方法，结合大堂经理外包服务项目运营实际，通过风险管理相关理论和思路，对FQ公司大堂经理外包服务过程的前期、中期、后期进行风险因素分析、风险评估、最终总结风险预防措施。
其次，建立FQ公司大堂经理外包服务风险评价指标体系，运用层次分析法确定风险指标的权重，并进行风险评价。然后，通过对竞争对手的分析，揭示其他公司在大堂经理外包服务方面的经验。最后，外包服务的各阶段入手，提出了FQ公司大堂经理外包服务风险控制优化的策略。
根据结果提出了：FQ公司大堂经理外包服务要注重服务磋商阶段、服务合同签订阶段、服务执行阶段以及服务退出阶段的风险识别；FQ公司大堂经理外包服务风险受到服务决策、信誉、合同外因素、外包员工空缺及流失、法律法规以及政策等因素的影响，因此，要强化对风险因素的综合分析；通过建立指标体系，计算出各风险指标的权重，为风险控制的对策研究提供理论依据；FQ公司大堂经理外包服务风险控制要根据每一环节的实际情况，并结合指标权重的大小，制定针对性的风险控制措施。
关键词：人力资源；大堂经理；外包服务；风险管理；
少年闵子骞Abstract
With the increasingly fierce global competition environment and the continuous refinement of international division of labor,as well as the wide application of information technology,in order to improve the core competitiveness,more and more enterpris begin to pay attention to external resources,outsourcing their non core business to professional rvice companies.Bank lobby manager outsourcing is also a part of human resource outsourcing rvices.Through focusing on core business,the bank will outsource basic and general lobby manager to a third-party human resource rvice company in order to reduce costs and disper operational risks.FQ company has many years of rvice experience in the bank lobby manager outsourcing rvice,to establish a good reputation in the industry and win the trust of customers.The company carries out risk management in the early,middle and late stages of outsourcing rvices to reduce operating costs,so as to be more competitive in the market.Bad on the comprehensive rearch at home and abroad,this paper analyzes the current situation, risk factors,risk asssment and risk prevention measures of FQ company lobby manager outsourcing rvice,which is helpful for a more in-depth operation mechanism of FQ company lobby manager outsourcing rvice,enriches and improves its rearch theory and methods,and provides countermeasures and suggestions for promoting the optimization of FQ company lobby manager outsourcing rvice.
曹操诗
First of all,bad on the in-depth analysis of the related concepts and theories of outsourcing rvice and risk management,this paper analyzes the collision and risk factors of the outsourcing rvice of the lobby manager of FQ company.Outsourcing work can be roughly divided into the following stages:outsourcing rvice consultation stage,outsourcing rvice contract signing stage,outsourcing rvice implementation stage and outsourcing exit stage.By using the relevant theories of risk management, through literature rearch,ca study,interview rearch,Delphi and other rearch methods,combined with the actual operation of the lobby manager's outsourcing rvice project,and through the relevant theories and ideas of risk management,this paper analyzes the risk management of the outsourcing rvice project In the early,middle and later stages of the outsourcing rvice process,the lobby manager of FQ company conducts risk factor analysis,risk asssment and finally summarizes risk prevention measures.
Secondly,establish the risk evaluation index system of FQ company lobby manager outsourcing rvice,u AHP to determine the weight of risk index,and carry out risk
evaluation.Then,through the analysis of competitors,it reveals the experience of other companies in the outsourcing rvice of lobby managers.Finally,starting from each stage of outsourcing rvice,the paper puts forward the strategy of optimizing the risk control of outsourcing rvice for th
e lobby manager of FQ company.
According to the results,it is propod that the outsourcing rvice of the lobby manager of FQ company should pay attention to the risk identification of rvice consultation stage,rvice contract signing stage,rvice execution stage and rvice exit stage;the outsourcing rvice risk of the lobby manager of FQ company is affected by rvice decision-making,reputation,external factors of the contract,vacancy and loss of outsourcing employees,laws and regulations,policies and other factors,so it is necessary to strengthen Comprehensive analysis of risk factors;through the establishment of index system,the weight of each risk index is calculated to provide a theoretical basis for the study of risk control countermeasures;FQ company lobby manager outsourcing rvice risk control should formulate targeted risk control measures according to the actual situation of each link,combined with the size of index weight.
开化旅游
Keywords:human resource;lobby manager;outsourcing rvice;risk management;
目录
第1章引言 (1)
1.1选题背景 (1)
1.2研究目的和意义 (2)
1.2.1研究目的 (2)
刘斌演员1.2.2研究意义 (2)
1.3国内外研究综述 (3)
1.3.1国外人力资源外包服务研究综述 (3)
1.3.2国内人力资源外包服务研究综述 (4)
1.4研究内容 (6)
大海螺1.5研究思路与方法 (7)
第2章相关基础理论 (9)
2.1相关概念 (9)
2.1.1人力资源外包服务概念 (9)
2.1.2银行大堂经理外包服务 (9)
2.1.3风险管理 (9)小莲蓬
2.2相关理论 (10)
2.2.1委托代理理论 (10)
2.2.2社会分工理论 (11)
2.3风险评价 (11)
2.3.1层次分析法 (11)
2.3.2模糊综合评价法 (12)
2.3.3其他方法 (12)
2.3.4风险评价方法对比 (13)
第3章FQ公司大堂经理外包服务现状及风险因素分析 (14)
