民营企业人力资源存在的问题.docx
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民营企业人力资源存在的问题.docx
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民营企业人力资源存在的问题
山东理工大学
毕业论文
(外文翻译材料)
学院:
商学院
专业:
工商0801
学生姓名:
张晓丽
指导老师:
王道高
Privateenterprisehumanresourcesmanagementproblemandcountermeasureresearch
Abstract
WiththeconstantdeepeningofChina'smarketeconomy,businesscompetitionisincreasinglyfierce,humanresourcesasthemostdynamicandmostpromising,themostprofitablestrategicresourcetobecomethedominantfactoroftheenterprisestoparticipateinthecompetitionandthepursuitofdevelopment.Humanresourceisthemostimportantcompetitionforresources.Causedprivateenterpriseisnotenoughemphasisonhumanresourcesmanagement,coupledwiththeinfluenceoftraditionalChinesehumanrelations,humanresourcemanagementobjectivesareunclear,avarietyofmanagementtoolsineffective.Andprivateenterprisesintheproductionsectorefficiencyisnothigh,cannotreplenishthesupply,thesalesdepartmentonaccountsreceivablerecoveryisnotanidealsituationcanbeattributedtohumanresourcemanagementtoresolve.Tosolvethisproblem,notonlytoraiseawareness,butalsotocontinuouslyimprovehumanresourcemanagementsystem,employeemotivation,staffing,andcorporateculturebuildingefforts.
Catalog
Thefirstchapteroftheprivateenterprisehumanresourcesmanagementrelatedconcept
(a)Theconceptandcharacteristicsofprivateenterprises
1.ThecharacteristicsofprivateenterprisesinChina
(b)Thedefinitionofthehumanresourcemanagementanditscontent
Thesecondchapterofourcountryprivateenterprisehumancapitalinvestmentanalysis
(a)Thelackoflong-termstrategic
(b)Thelackofpropermanagementofhumancapitalconcept
(c)Thelackofinvestmentinhumancapital
(d)Theenterprisetrainingawareness
(e)Theseriousbraindrain
(f)Thelackofaneffectiveincentivemechanism
(g)Theworker'ssenseofresponsibilityandloyaltyisnotstrong
Chapterthirdprivateenterprisestostrengthenhumanresourcesmanagementnecessity
(a)Thegeneralroleofhumanresourcemanagement
(b)Privateenterprisesoperatingscaleandstaffcontinuestoexpandthescale
(c)Strengthhumanresourcemanagementandhelptoimprovethecompetitivenessofprivateenterprises
(d)Humanresourcemanagementcanimprovetheperformanceofemployees
Chapterfourththeimplementationofmodernhumanresourcemanagementscheme
(a)Themanagementofprivateenterpriseslackofresources,implementationofHROutsourcing
(b)Toestablishcohesivecorporateculture
Thefifthchapteroutofprivateenterpriseshumanresourcesmanagementthecountermeasureofpredicament
(a)Todevelophumanresourcesplanning,effectivetalentechelonformation
1,humanresourceplanning
2,formeffectivetalentechelon
3,internalandexternalrecruitmentmodecombination
Thefirstchapteroftheprivateenterprisehumanresourcesmanagementrelatedconcept
(a)Theconceptandcharacteristicsofprivateenterprises
Allnon-publicenterprisesarecollectivelyreferredtoastheprivateenterprise.Itisnowthemostcommondefinitionofprivateenterprises.
1.ThecharacteristicsofprivateenterprisesinChina
(1)Theentrepreneurshipcharacteristics
Theprivateenterprise'ssuccessdependsoncivilianbattalionentrepreneurentrepreneurialspirit,thepioneeringspiritofhardstruggleincludednotonly,alsoincludingseizingtheopportunities,adventurousspirit.
(2)Themarketeconomy
Privateenterpriseoperatingobjectiveistoachievecapitalappreciation,thepursuitofmaximumcapitalgains,havebereinvestedtoachievefurtherassetvalue-addedinternalinvestmentdesire.Theobjectiveinthisdrive,theprivateenterpriseisthebiggestcharacteristicofitsbusinessactivitiesfullymarket-oriented,capitaltotheneedsofthemarketproductsonthetransferofthecapitalinvestment,themarginalproductivityofhighindustry.
(3)privateenterprisesasthecountry'smainstreameconomy,thereforecannotgetlikethatpreferentialpolicysupportforstate-ownedenterprises,privateenterprisesinthemarketeconomy,thedevelopmentoflive,hastheverystrongmarketcompetitiveness.Suitwiththisphotograph,ininvestment,production,sales,distributionandotheraspects,privateenterprisesshowgreatflexibility
(b)Thedefinitionofthehumanresourcemanagementanditscontent
Humanresourcemanagement(HRM)isbasedonthestrategicobjectivesofenterprises,throughjobanalysis,humanresourceplanning,staffrecruitmentandselection,performanceappraisal,salarymanagement,staffmotivation,traininganddevelopmentofaseriesofmeasurestoimprovelaborproductivity,achieveanenterprisefinallydevelopmentgoalofamanagementbehavior.
Humanresourcemanagementisawholesystem,composedofvarioushumanresourcesmanagementlinksystem.Corporatehumanresourcemanagement,wemustfirstdevelopthecorporatehumanresourcemanagementstrategyandhumanresourceplanning.UndertheguidanceoftheHumanResourcesManagementPlan,thenextjobistoengageinjobanalysis,developmentofjobdescriptionsandjobdescription.Accordingtotheworkofanalysis,theenterprisesshouldrecruitstaffandconfiguredtheemployees.Accordingtothejobanalysis,recruitmentandallocationofenterpriseemployees.Instaffing,utilizationofhumanresourcesintheprocessofplanning,enterprisemustpayattentiontoemployeeoccupationcareerdevelopment,andtheemployee'soccupationcareerdevelopmentandorganizationaldevelopmenttomatch,formeachotherisdynamiccomprehensivedevelopmentway.Intheenterpriseandemployeestomatcheachotherthedevelopmentprocess,tocontinuetocommunicatewitheachother,conflictresolution,eliminationofthecommondevelopmentofbothbarriers,ensuretheprocessgoessmoothly.Whentheenterprisehumanresourcesmanagementtoacertainstage,itisnecessarytomultiplelevelsofstaffperformanceassessment,correcttheirmistakesinwork,suretheywork,andonthestaffofthenextphaseoftheworktoreachaconsensusonthelowerlevelofthestaff,toformthenextworkplan.Intheperformanceevaluation,toinspirethestaff.Includingsalaryincentive,welfareincentiveandspiritandotheraspectsofessence.Onperformanceevaluationdemonstratedtheexcellentstaff,inparticulartoincreaseincentivestrength.Toshowthiskindofdefectwithemployees,forthefuturedevelopmentofenterprisesneedemployees,enterpriseshouldundertaketraining,helpthestafftoimprovethelevelofknowledge,improveskills,sothebusinessactivitiesofenterprisestoadapttothedevelopmentoftheenterprisehumanresourceneeds.Finally,accordingtothehumanresourcesystemofthewholeoperation,enterprisetocorrectorreformulatetheirhumanresourcedevelopmentstrategyandhumanresourcesplanning,forthenextphaseoftheactivitiesofhumanresourcemanagementtolayafoundation.
Thesecondchapterofourcountryprivateenterprisehumancapitalinvestmentanalysis
(a)Thelackoflong-termstrategic
Firstofall,asaresultofourcountryformanyyearstoimplementthematerialcapitalprioritystrategy,the"people"donotpayenoughattentionto.Manyprivateenterprisesstilltakehumanresourcesstayatalevelofcost,theuseoftraditionalquantitativeanalysisforpersonnelplanning,mainlypayattentiontoensurethatenterprisesinthepropertime,properplacetohavetheappropriatenumberofstaff,thestaffcreativity,innovation,flexibility,highdifficultyworkrelatedqualitativeproblemsofinsufficientcare.Secondly,themanagementofhumanresourcesforthetargetjustfocusonandtheeconomicgoalofthefirmisthedegreeofsynchronization.Mostprivateenterprisesforthebusinessgoalstofocusonshort-termsalesandmarketprofits,sotheenterprisestaffdevelopmentlimitedtoshort-termcreatevalueforenterprises,humanresourcesmanagementanddevelopmentofthelackofstrategicgoal.
(b)Thelackofpropermanagementofhumancapitalconcept
Mostoftheprivateenterprisesdecisionmakershavetohumancapitalmanagementhasadeepknowledgeandunderstanding,atpresentinourcountry'sprivateenterprises,mostmanagersonlypayattentiontotalentrecruitmentandignorepairoftalentcultivationandmotivation;andhashighknowledgeandcoretechnicalstaffoftenrequireahighersalaryundoubtedly,thisincreasedthecostoftheenterprise,ontheotherhand,isthelackofcultureoccupationmanagers'awarenessofoccupation,somanagersintheprivateenterprisesofourcountryofshortageisacommonphenomenon.Andourcountryofprivateenterprisesarefamilyenterprises,intheuseofmoreseriousproblemsexist,thecompanyimportantpositionsarehisfamilymembers,inordertoseekthecompany'sstability!
(c)Thelackofinvestmentinhumancapital
Humancapitalinvestmentismainlyforstaffeducationandtraininginvestment.Businessprofessionalandtechnicalpersonnelculturequalitydoesnotmeettheneedsofenterprisedevelopment;knowledgeofagingphenomenonisserious.Enterprisetechnicalworkerculturequalityonthelowside,60%engineeringandtechnicalpersonnelmorethanuntreatedcontinuingeducation,cannotunderstandthenewtechnology,newtechnology,newmaterial,newequipmentandtimelygraspofadvancedscienceandtechnology.79%administrativestaffhasnotbeenmanagementprofessionaleducation,deepunderstandingtomarketeconomy.
(d)Theenterprisetrainingawareness
Asprivateenterprisescontinuetogrowanddevelop,theenterpriseitselftorealizetrainingistheimportantmeansofhumancapitaldevelopment,manyenterprisesinvestedalotofmanpower,materialresources,financialcapacitytodotraining,theresultisoflittleinteresttrainees
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