煤炭是我国的基础能源，也是我国的支柱产业，在国民经济中占有重要的地位。近年来，我国煤矿企业的的安全生产状况逐渐好转，得益于管理模式由粗放式管理向精细化管理的转变。在煤矿企业全面推行精细化管理模式，可以提高管理水平，从一定程度上预防煤矿安全生产事故的发生。为了适应新型管理模式的发展，大多数企业均已实现精细化管理，但也因个体的差异而没有统一标准，一些企业在某一方面或者某些方面的精细化管理也存在诸多问题，需要根据企业自身特点实时改进。

本文以SL煤矿的人员管理现状为切入点，分析现有的人员组成，包括组织结构、岗位职责、人员特征等方面，找出SL煤矿人员管理存在的不足，并设计出适合SL煤矿的人员精细化管理方案，实现SL煤矿人员精细化管理的可视化系统。论文的主要研究内容和结论如下：

（1）SL煤矿人员管理现状分析。统计SL煤矿人员的分类、性别、年龄、学历、工龄、职称等人员组成数据以及人员分布、班组组成等组织结构数据，并由20名专业人士进行现状评价，利用熵权法确定指标的权重比例，最终得出岗位职责、教育培训、绩效考核、组织机构、安全氛围、作业环境、工作交换关系对SL煤矿人员的管理存在影响。通过对SL煤矿人员管理现状进行定性分析与定量分析，得出该煤矿有必要进行人员管理精细化研究，且岗位职责、教育培训、绩效考核占总体权重的88.9%，属于主要影响因素，故可以从岗位职责、教育培训、绩效考核三方面切入，作为SL煤矿人员精细化管理模型的构建基础。

（2）SL煤矿人员精细化管理模型构建。将操作层人员与管理层人员作为直接变量，选取岗位职责、教育培训、绩效考核作为中间变量，以问卷调查为基础构建人员与精细化管理的结构方程模型。运用SPSS和AMOS软件对问卷数据进行处理与分析后得出，管理层人员、操作层人员、岗位职责、教育培训、绩效考核对精细化管理的标准化影响系数分别为0.127、0.213、0.165、0.211、0.136，说明操作层人员对精细化管理的直接正向影响较大于管理层人员，教育培训对精细化管理的间接正向影响程度较大于岗位职责、绩效考核。

（3）SL煤矿人员精细化管理方案设计与系统研究。将岗位职责分为我的职责与我的计划，取两者平均值为岗位职责精细化考核得分；将教育培训分为安全教育与课程学习，取两者平均值为教育培训精细化考核得分；将绩效考核分为第一级考核、第二级考核与第三级考核，取三者得分为绩效考核精细化考核得分；人员最终的精细化考核分数为加权分数，其中岗位职责占比32%，教育培训占比41%，绩效考核占比27%。利用Java技术，将人员精细化管理系统分为组织结构、我的部门、岗位职责、教育培训、绩效考核、数据分析等六个模块，实现人员精细化管理系统的可视化。

（4）论文通过对SL煤矿人员管理现状进行分析，找出人员管理的薄弱环节，以此为基础构建SL煤矿人员精细化管理模型，得出各影响因素的影响关系和权重占比。根据SL煤矿人员精细化管理模型，设计精细化管理方案，并将方案进行信息化、系统化运用，为煤矿实现人员精细化管理提供参考和借鉴。

Coal is the foundation energy of our country, and also the pillar industry of our country, occupying the important status in the national economy. In recent years, the safety production situation of Chinese coal mine enterprises has gradually improved, benefiting from the change of management model from extensive management to fine management. The comprehensive implementation of fine management mode in coal mine enterprises can improve the management level and prevent the occurrence of coal mine safety production accidents to a certain extent. In order to meet the development of new management mode, most enterprises have realized fine management, but there is no unified standard due to individual differences. Some enterprises also have many problems in fine management in some aspects or aspects, which need to be improved in real time according to their own characteristics.

This paper takes the status of SL coal mine personnel management as the breakthrough point, analyzes the existing personnel composition, including organizational structure, job responsibilities, personnel characteristics, etc., find out the shortcomings of SL coal mine personnel management, and design the personnel suitable for SL coal mine fine management scheme, realize the visualization of SL coal mine personnel fine management system. The main research contents and conclusions of the paper are as follows:

(1) Analysis of the management status of SL coal mine personnel. Statistics of SL coal mine personnel classification, gender, age, education, length of service, title and other personnel data and personnel distribution, team organization structure data, and evaluated by 20 professionals, using the entropy method to determine index weight ratio, responsibilities, education and training, performance appraisal, organization, safety atmosphere, working environment, work exchange relationship on the SL coal mine personnel management. Through the qualitative and quantitative analysis of personnel management in SL coal mine, it is necessary to conduct personnel management research in this coal mine, In addition, job responsibilities, education and training, and performance assessment account for 88.9% of the overall weight, which are the main influencing factors. Therefore, it can start from the three aspects of job responsibilities, education and training, and performance assessment, as the foundation of SL coal mine personnel fine management model.

(2) Construction of fine management model for SL coal mine personnel. Operating personnel and management personnel are taken as direct variables, job responsibilities, education and training, and performance assessment are selected as intermediate variables, and the structural equation model of personnel and fine management is constructed based on questionnaire survey. After processing and analyzing the questionnaire data using SPSS and AMOS software, the standardized influence coefficient of management personnel, operation personnel, job responsibilities, education and training, and performance appraisal on fine management is 0.127,0.213,0.165,0.211, and 0.136, respectively, indicating that the precision level of operation personnel is fine The direct positive impact of professional management is greater than that of management personnel, and the indirect positive impact of education and training on fine management is greater than that of job responsibilities and performance assessment.

(3) Design and systematic research of fine management scheme for SL coal mine personnel. Job responsibilities are divided into my responsibilities and my plan, averaged as refined assessment score, education and training, education and training, first, second and third assessment, and performance assessment as weighted score, including 32% and 41% and 27%. Using the Java technology, the will The personnel fine management system is divided into six modules, including organizational structure, my department, post responsibilities, education and training, performance appraisal, and data analysis, to realize the visualization of the personnel fine management system.

(4) This thesis analyzes the current situation of SL coal mine personnel management, finds out the weak links of personnel management, and constructs the fine management model of SL coal mine personnel based on this basis, and obtains the influence relationship and weight ratio of each influencing factors. According to the fine management model of SL coal mine personnel, the fine management scheme is designed, and the scheme is applied informationized and systematically to provide reference and reference for the fine management of coal mine personnel.