Seek a research paper on human resource management of small and medium-sized enterprises

paper keywords: SMEs; Human resources; Abstract: Human resource management is an important topic faced by modern enterprises. How to effectively develop and manage human resources in enterprises is a strategic issue related to the survival and development of enterprises. At present, there are outstanding problems and contradictions in human resource management in enterprises. In order to effectively solve these problems and contradictions, enterprises must adhere to the people-oriented thinking, establish a scientific employment mechanism, design employees' career and human resource planning, optimize personnel recruitment strategies and strengthen organizational training. Create a harmonious corporate culture. With the advent of the era of knowledge economy, the competition among enterprises is highlighted as the competition for talents. American Business Weekly pointed out in its special edition "Companies in the 21st Century" in 2: "The economy in the 21st century is a creative economy, and creativity is the source of wealth and growth". Where does creativity come from? Creativity comes from talents, and talents are the first resource of enterprises. The quality and morale of employees have become the basis for the survival and development of enterprises. Only when an enterprise obtains human resources superior to its competitors and gives full play to their intellectual energy can it win in the competition and maintain its advantages. Therefore, the development and management of human resources by enterprises has increasingly become the most important factor for the development of enterprises. First, the problems existing in human resource management of small and medium-sized enterprises 1. Although the leaders of small and medium-sized enterprises generally attach importance to talents, due to the limitation of their professional background, they lack understanding of human resource management activities and their strategic value, and equate human resource management with traditional personnel management as a transactional activity without special expertise. Due to the deviation of leaders' understanding, many enterprises do not attach importance to the construction of human resource management departments, which makes the human resource management departments lack organizational guarantee for enterprise decision-making and effective activities from a strategic perspective. Many small and medium-sized enterprises don't even have a human resources department or position, and the management of human resources is only held by other departments. Even if there is a human resources management department, the work content is limited to administrative affairs such as recruitment, salary distribution and file keeping. 2 The employment mechanism is not standardized. Small and medium-sized enterprises in China often attach importance to people's qualifications and despise people's ability in talent selection. Attach importance to people's stability and despise people's creativity. It is difficult for high-quality talents to stand out, resulting in a lot of idle waste of human resources. In the use of cadres, it is not meritocracy, but rather cronyism, which forms an employment mechanism of "being able to go up but not down". There are certain defects in the selection, use and assessment objectives, methods and means of enterprise cadres, especially in small and medium-sized state-owned enterprises, which often choose talents by administrative means. There are many subjective factors, and the boundaries between competence and incompetence are blurred, which eventually leads to the inundation and loss of talents with high literacy and innovation. 3. Not paying enough attention to human resource planning. Many small and medium-sized enterprises need talents mainly for the urgent needs of real business. Not the strategy of talent reserve. Due to the lack of effective planning, the phenomenon of overstock and talent shortage often occurs in enterprises, and it is difficult to carry out many tasks continuously and effectively. Because the formation of knowledge and ability has a special path, which has a great relationship with personal growth experience, educational background and mental model, it is difficult to copy the ability and creative spirit of employees, so the lack of high-quality talents in key positions will often bring great losses to enterprises. According to relevant data. It takes at least two months for an enterprise to lose a core employee in an important position, four months' salary to find a new suitable candidate, and three to six months' training time to adapt to the work and play a role. Such a price may be fatal for fast-growing enterprises. Enterprise recruitment needs to be improved. Recruiting excellent and ideal employees can effectively reduce the management cost and difficulty of enterprises, which is a core work of human resource management. However, in reality, many small and medium-sized enterprises have processes and no methods in recruitment, especially the lack of theoretical guidance in recruitment and selection, which basically depends on the experience of recruiters and the lack of careful design in interviews. In the concept of hiring, the academic qualifications, experience and qualifications of candidates are mainly considered, and the motivation, attitude and organizational culture of candidates are less considered. This brings great difficulties to the management of employees after their posts. 5 The training mechanism is not perfect. At present, the training of small and medium-sized enterprises is usually separated from the human resources management department, and short-term training courses are generally held by various business departments. This kind of training is limited to on-the-job training and often focuses on the present. The human resources department of the enterprise has not yet made a plan to train potential core technicians and managers that meet the future development needs of the enterprise from the perspective of developing people's ability. According to the current situation of human resource management in small and medium-sized enterprises, the quality of employees can't meet the development needs of enterprises, and talents can't be discovered. Not to mention the reserve of talents. 6 Lack of management of employee career planning At present, most small and medium-sized enterprises have not thought of career planning for individual employees, have not incorporated talent career planning into enterprise talent management, and have not realized the investment value of talent career management. There is an obvious information asymmetry between employees and human resources management departments. It is impossible for employees to know all the positions in the enterprise, the conditions required for each position, and what conditions they need to meet in order to be promoted. This information asymmetry makes employees unable to see their future development in the enterprise. It directly leads to the lack of learning motivation of employees, stifles the potential of employees, and makes it difficult to improve the overall quality of enterprises. 7 Lack of effective incentive mechanism Since the reform and opening up, the distribution system of small and medium-sized enterprises has changed a lot, but there are still many problems. At present, although enterprises have greater autonomy in distribution, due to the shackles of traditional concepts and the lack of scientific and systematic distribution methods and strict assessment implementation methods, the implementation of wage policies lacks vitality, especially for small and medium-sized state-owned enterprises, where the problem of "eating from the same pot" is outstanding, and the treatment is not open to the next level. Good or bad work is not obvious in salary distribution, and egalitarianism is serious. The lack of diversified and multi-level incentive design for some knowledge-based employees makes it difficult for enterprises to attract and retain high-level talents, and it is also difficult for on-the-job employees to exert their initiative and creativity. 8 Decoupling enterprise human resource management from enterprise culture The core content of enterprise culture mainly refers to the unity of thoughts, consciousness, spirit, beliefs and values within the enterprise. The management philosophy contained in corporate culture and the corporate personality formed by corporate core values play a vital role in the business behavior of enterprises. At present, the corporate culture construction of small and medium-sized enterprises in China stops at leaders shouting slogans, putting up a few slogans and holding several cultural and sports activities, and that's all. The fundamental reason is that the enterprise human resources management department has not incorporated the construction of enterprise culture into human resources management, so that the power function, guidance function, cohesion function, incentive function, restraint function, revitalization function, coordination function and radiation function of enterprise culture in an enterprise have not been well excavated, and have not been summarized and applied as a scientific law of economic development itself, so that employees lack a sense of ownership and belonging, and it is difficult to exert their subjective initiative. Second, the countermeasures to strengthen the human resource management of small and medium-sized enterprises (1) adhere to the "people-oriented" management concept and respect the master position of employees. Modern management believes that people are the starting point and destination of management, and all management activities must be based on mobilizing people's enthusiasm and creativity. Under the background of increasing competition for talents, the survival of an organization depends to a great extent on the overall situation of the talent team. It is an important magic weapon for the sustainable growth of the organization to build the advantages of human resources through human resource management and then maintain the competitive advantage of the organization. Therefore, enterprises should always put employees in the core position, regard employees as the main body of the enterprise, establish the leading position of employees in the enterprise, regard all members of the enterprise as resources to be developed and tap human potential. To establish a "people-oriented" management concept means to respect the workers' labor, their personality, their democratic rights and their creative spirit, and to make good use of people, use them flexibly and use them in the most suitable places. Formulate a suitable system, taking into account the interests of employees in different aspects. In particular, fair and just employee evaluation, encouragement and restraint, so as to truly achieve "those who are capable are superior and those who are mediocre are inferior", mobilize the enthusiasm of all kinds of employees and give full play to their creative potential. For example, provide challenging and meaningful jobs for knowledge workers and provide more opportunities for learning and growth. Adopt job enrichment, give them more autonomy, create a good working platform for them, stimulate their vitality and innovative spirit, so as to realize people's all-round and comfortable development, and make the enterprise goals and employees' development goals consistent. (2) Establish and improve a scientific employment mechanism, help employees design their career plans, and establish a job competition mechanism of promotion and demotion and a reasonable personnel flow mechanism. First of all, it is necessary to establish a fair, equitable and merit-based system for employees to compete for posts, but it is only a matter of merit, regardless of academic qualifications and qualifications, and the key is to look at performance; Secondly, it is necessary to establish a scientific and reasonable performance appraisal system, and take the performance of employees as the basis for post adjustment through fair, just and open assessment; Thirdly, create an environment for talents to exert their effectiveness, entrust those who have the ability, expertise and outstanding performance with heavy responsibilities, and put them in appropriate positions so that their intelligence can be put into full play. Through the scientific employment mechanism, we can not only make the best use of people, but also make talents develop their expertise, stimulate their interest in work, enhance their confidence in work, make them work with a positive and enthusiastic attitude, achieve their business goals with high quality, and meet the needs of employees to realize their self-worth. The so-called employee career refers to the personal career development process of employees, including the way, content and stages of their professional life, which is a continuous and long-term development process. Every new employee will have a certain desire for future career development, and set the ultimate goal and phased goal for himself. At the same time, he will actively create conditions for realizing his wishes and goals. Only when personal goals are consistent with organizational goals can individual potential be fully exerted. In the process of selecting and employing people, small and medium-sized enterprises should pay attention to the practical ability, psychological quality and good working attitude of talents, help employees design career development plans and establish a flexible employment mechanism. Create all necessary conditions for employees, form a situation that employees' career development and entrepreneurial development match each other and promote together, so that the cultivation and use of human resources become the fundamental driving force for the sustainable development of enterprises. Only when the employee's career ideas are determined can the potential of each employee be fully tapped. Therefore, enterprises should build a stage for employees to display their talents and realize their self-worth, and be good at guiding them, so that employees can find a development path in the enterprise and provide them with space and choices for growth within the enterprise. The human resources management department should design the employee's career schedule, draw the table of various jobs and human resources in the enterprise, provide clear paths for employees, let employees clearly know the job description and job analysis, and understand what conditions and abilities are needed to do this position. Enterprises should also provide employees with two promotion channels: management line and expert line. Employees should choose different development routes according to their personal abilities and interests, and make clear their career development direction. (3) Strengthening the planning of human resources in enterprises; In order for small and medium-sized enterprises to flourish and achieve sustainable development, human resources management must be planned from a strategic perspective. Due to the expansion of enterprise scale, the flow of personnel, the increase of new business, technical improvement, product update and other reasons, the personnel demand within the enterprise is often changing. We should regularly review the human resource demand within the enterprise and the ability of existing human resources and make a good human resource plan. According to the classification of James Maifu in the United States, employees are generally divided into four categories: (1) core employees. For example, researchers and experienced managers with project research results. (2) Personnel who can be replaced at great cost to the enterprise. For example, marketers with good customer relations. (3) replaceable personnel. (4) personnel can be replaced at any time. For the first and second categories of employees, which are scarce resources, enterprises should strengthen risk management, not make up for it, and establish a talent pool and a reserve talent echelon when there are no vacancies. In this way, it can effectively avoid the passive work situation caused by job hopping. (IV) Optimizing personnel recruitment strategies In order to obtain excellent and suitable talents, enterprises must improve personnel recruitment. First, we should improve the method of hiring and attach importance to the design of interviews and other links. The selection of recruitment methods must be based on the actual situation of the enterprise, considering not only the cost of recruiting talents, but also how to recruit talents suitable for the development of the enterprise. Interview is an important link in the recruitment of talents. In the interview, we should not blindly emphasize the work experience and the number of years engaged in this job, but should comprehensively consider the experience and potential, education and ability, position and talent. Recruit talents at different levels to jobs at different levels, so as to avoid being overqualified and overqualified, resulting in a waste of talents. The second is to attach importance to the matching of talents with the needs of enterprises and avoid blind pursuit of high education. We should pay attention to the values of employees, professional interests, comprehensive quality, potential, moral responsibility and other factors and the cultural values of enterprises. Third, in the way of recruitment, we should pay attention to the recommendation of internal staff. Because internal employees know the culture and needs of the company best and know the candidates better, this method is not only low-cost but also very reliable. For example, uT Starcom has a tradition of "full headhunting", and 5% of its employees are recommended by internal employees, especially among R&D personnel. For referees, the company has material rewards such as Bole List and Information Award. (V) Effectively organize training to help employees improve their professional development ability. For enterprises, enterprises should realize that the investment in employee training is not only a cost, but also an investment in developing human resources. It is an investment that can bring greater returns. For employees, enterprise employees must also treat training correctly. As an organization, enterprises provide living space for individual employees, and enterprise development also provides development space for employees. At the same time, the development of enterprises also needs the improvement of employees' quality and skills to support it. This requires employees to deal with the relationship between personal growth and organizational development, and the relationship between enterprise training and self-learning. In the organization and implementation of training, we should be regular and institutionalized, and pay attention to combining the needs of enterprises and the career development needs of employees. External training is given priority to senior managers and core employees, and they can be sent out for further study and exchange to update their knowledge, improve their professional level and help them broaden their horizons; On-the-job training is the main training for ordinary employees, such as encouraging employees to attend self-study or study at Correspondence University or Night University, and hiring scholars from colleges and universities and business management experts to give counseling lectures to reduce training costs. Small and medium-sized enterprises should also attach importance to the training function of "learning by doing" and employee exchange, and promote the knowledge exchange and ability improvement of employees by establishing an open and interactive learning culture. A "tutorial system" can be established for new employees, and the new employees' understanding of corporate culture and their recognition and sense of belonging can be strengthened through the subtle influence of tutors. Enhance their understanding of themselves