Research on the Countermeasures of Human Resource Management Dilemma in Private Enterprises

The following information is for reference only!

First, the concept of human resource management in private enterprises

Private economy is a term that appeared in China in the late 1980s and early 1990s. Its original intention is to distinguish the privatized economies of the former Soviet Union and Eastern Europe, so as to protect the healthy and smooth development of China's non-public economy. At present, all economic entities invested by non-state-owned capital and managed by private entrepreneurs or operators who do not represent state-owned assets can be collectively called private economy. Therefore, the private economy should include individuals, private enterprises, private scientific and technological enterprises, urban and rural collective enterprises and township enterprises, limited liability companies with private capital as the mainstay, joint-stock system, joint-stock cooperative system and partnership enterprises. Because private economy is a mixed economy with private capital as the main body in Socialism with Chinese characteristics, enterprises with private capital as the main body can be called private enterprises.

The so-called human resource management mainly refers to the effective development, rational utilization and scientific management of human resources. From the perspective of development, it includes not only the intellectual development of human resources, but also the improvement of people's ideological and cultural quality and moral consciousness; It includes not only giving full play to people's existing abilities, but also effectively tapping people's potential. From the perspective of utilization, it includes the discovery, identification, selection, distribution and rational utilization of human resources. From the perspective of management, it includes not only the prediction and standardization of human resources, but also the organization and training of human resources. Human resource management has increasingly become the core of modern scientific management.

Second, the purpose and significance of the study

1. The real dilemma of human resource management in private enterprises in China.

(1) "insider" control. The scarcity and importance of human capital, especially entrepreneur human capital, is well known, but private enterprises do have many disadvantages in human resource management. According to the survey, about 90% of private enterprises' financial management is controlled by family members, and about 40% of middle and senior managers are friends or family members of business owners. However, the "self" quality does not adapt to the professional work, which leads to the low efficiency of the enterprise.

(2) The brain drain is serious. Due to the problems of system arrangement, benefit distribution, welfare guarantee, spiritual and cultural construction and incentive mechanism, it is difficult for private enterprises to retain outstanding talents, and job-hopping is more common.

(3) The level of human resource management is not high. Management is both a science and a coordinated art, but at present, the human resources management departments of private enterprises are still generally independent, with a weak sense of active service and insufficient internal cultivation.

2. The purpose and significance of studying this topic is to explore the countermeasures for private enterprises in China to get rid of the real dilemma of human resource management, and strive to open up a new way for private enterprises in China to make them more competitive.

3. Contemporary enterprise management is people-oriented management. Human resources are the most valuable resources of enterprises, and the competition among enterprises is especially manifested in the development and utilization of talents. The special value of human resources to enterprises is irreplaceable by any kind of material resources in the world. Si Sloan Yaford, former president of General Motors, said, "You can take all our capital, but if you keep my organizer, I will be able to earn back all the lost assets within five years.". Welch, president of General Electric Company, also said, "All we can do is bet on the person we choose, so all my work is to choose the right person." This fully illustrates the special significance of human resource management to the development and growth of private enterprises.

Third, the research status quo

In view of the dilemma of human resource management in private enterprises in China, many scholars have put forward different solutions:

1. Professor Zhang Xuewen of Beijing Institute of Electronic Technology pointed out in the article "Research on the Development Dilemma and Countermeasures of Private Enterprises" that the development and management of human resources plays an increasingly important role in the total quality management of enterprises and their participation in global competition. He proposed that private enterprises should create an efficient and successful human resource management model while implementing total quality management.

2. Chen Chungen of Zhejiang University of Technology believes that the professional manager system is the inevitable product of the development of market economy. In the west, with the modern company system becoming the mainstream form of enterprise system, professional managers, as the mainstream group of modern enterprise management, have become a unique social stratum, playing an increasingly important role in social and economic activities. In China, with the deepening of the reform of state-owned enterprises, the professional manager system, as an important part of the corporate governance structure, has been paid more and more attention. At the same time, after extensive development in the primary stage of market economy, private enterprises have become an important force in social economy, especially in coastal areas, a large number of private enterprises with scale and industry advantages have become an important driving force for local economic growth. Facing the increasingly international market competition, accelerating the institutional innovation of private enterprises and improving their management level has become a new and important topic for China's economic growth. The introduction of professional manager system in private enterprises is an important link for private enterprises to get rid of the current human resources dilemma and gradually change from family business model to socialized modern enterprise system.

3. In How Private Enterprises Insist on People-oriented, Wang Xiaoming believes that private enterprises must strengthen the management of ordinary employees while implementing the manager system. He pointed out that contemporary enterprise management is people-centered management, and human resources are the most valuable resources of enterprises, especially the competition among enterprises is the development and utilization of talents. He put forward three views on human resource management of private enterprises. First, private enterprises should respect their employees and cultivate their dedication and loyalty. Second, private enterprises should establish an effective incentive and restraint mechanism. Third, private enterprises should create a good corporate culture.

4. Dai pointed out in the article "Talent Strategy of Private Enterprises" that private enterprises need to rely on external talents to become bigger and stronger in the process of overcoming difficulties, and to rely on external talents, it is necessary to decisively introduce the professional manager system. In this article, he further pointed out that private entrepreneurs' distrust of professional managers is the biggest obstacle to the introduction of professional manager system, and suggested improving the integrity of professional managers.

5. Tan and Liu Fang pointed out in the article "Individualized Trend of Private Enterprises" that private enterprises must implement personalized human resource management if they want to get out of the predicament of serious brain drain and low level of human resource management. Personalized human resource management includes four aspects. First, establish an employment contract system; The second is to improve the recruitment system; The third is to guide employees to scientifically design their career and development direction; The fourth is well-designed jobs.

Fourthly, the basic contents, methods and innovations of the research.

1. In view of the difficulties faced by human resources management of private enterprises in China, this paper puts forward some countermeasures from two aspects: managing ordinary employees and introducing professional managers:

(1) The main countermeasures put forward in this paper are: respecting employees and cultivating their dedication and loyalty; Provide a stage for employees to show and stimulate their innovative spirit; Establish an effective incentive and restraint mechanism; Create a good corporate culture; Establish a standardized, standardized and institutionalized management mechanism.

(2) In view of the dilemma that private enterprises "own people" lack the ability to manage modern enterprises, the article mentions the introduction of the manager system and analyzes this system. This part expounds some contents: the challenge of talent shortage to private enterprises; Professional characteristics of professional managers; Private enterprises should improve the loyalty of professional managers; Incentive and restraint of professional managers.

2. When studying this topic, the following methods are mainly adopted:

(1) inductive analysis method. The application of this method is mainly to summarize the characteristics of things. Many viewpoints in the article have been put forward by scholars, but they only cover one aspect or are incomplete. This paper summarizes the research results of many scholars.

(2) Comparative analysis method. There are generally two analytical methods of comparison, namely static comparison and dynamic comparison. The research method of this paper mainly adopts the method of static comparison. This paper applies this method to the comparative analysis of private enterprises and state-owned enterprises.

(3) Abstract analysis method. Abstract method is the basic method of social science research. This paper mainly uses this method to analyze the dilemma of human resource management in private enterprises, that is, to analyze the main dilemma of human resource management in private enterprises from complex phenomena.

There are two innovations in this paper. The first is a new perspective. This paper discusses the countermeasures for private enterprises to get rid of the dilemma of human resource management from two levels: ordinary employees and professional managers. No similar articles have been found before. Secondly, this paper summarizes the research results of many scholars and forms new viewpoints.

Research trend of verbs (abbreviation of verb)

1. As the first resource of private enterprises, the marketization of professional managers is an inevitable trend. With the intensification of market competition and the continuous expansion of the market scale of private enterprises in the future, most private enterprises that have inherited the traditional family business model urgently need to achieve new breakthroughs through system innovation and management innovation to enhance their development potential. In this case, the professional manager system will be adopted by more and more private enterprises, and professional managers will also be free to enter and leave enterprises within the whole society.

2. The human resource management of private enterprises pays more attention to motivation, improves the enthusiasm and creativity of employees, increases the vitality of employees, and gives full play to everyone's talents, thus strengthening organizational competitiveness and establishing a good corporate image.

3. The practice of human resource management in private enterprises is changing to strategic human resource management. Private enterprises will face an extremely fierce competitive environment in the new century. Only by implementing strategic human resource management can we ensure the effective realization of the strategic objectives of enterprises.

References:

[1] (America) Gary? Desler. Human Resource Management (Chinese Version 6th Edition) [M]. Renmin University of China Press.

Dai. Talent strategy of private enterprises [J]. Township enterprises, private enterprises. 2003+0 No.65438

Wang Xiaoming. How private enterprises adhere to people-oriented management [N]. Beijing science and technology news. 2000+0 1.5.

Chen chungen. On the implementation of professional manager system in private enterprises [J]. Township enterprises, private enterprises. The second issue in 2003.

Tan, Liu Fang. Individualized trend of private enterprise management [J]. Human resource development. Issue 2, 2000

Zhao Shuming. Research on human resource management [M]. Renmin University of China Press.

An Hongzhang. Modern human resource management [M]. China Labor Publishing House. 1999

He Aizhong. 2/kloc-enterprise human resource management in the 20th century [J]. China soft science.2000 (2): 37-39.

Zhang Xuewen. Research on the development dilemma and management countermeasures of private enterprises [J]. Economic management. The third issue in 2003.

[10] ginger. Human resource management [M]. Guangdong Economic Publishing House. 1999