国有企业人力资源管理的出路The way out of human resource management in state owned enterprises.docx

1、国有企业人力资源管理的出路The way out of human resource management in state owned enterprises国有企业人力资源管理的出路（The way out of human resource management in state owned enterprises）The state-owned enterprise is an important pillar of the national economy, it is also a major source of national income, in the reform pro

2、cess Chinese 20 years, many changes of state-owned enterprises, enterprise benefits and strength are improved to a certain extent. However, due to the long-term role of institutional constraints, the human resources management of state-owned enterprises has not developed accordingly, thus limiting t

3、he development of enterprises at the next stage. In the situation of economic globalization, the entry of a large number of foreign-funded enterprises, while promoting the development of Chinas enterprises, but also exacerbated the competition in the human resources market. Therefore, it is urgent t

4、o explore the corresponding strategy of human resource management in state-owned enterprises in the process of further deepening of the reform.I. The current state of the development of state-owned enterprisesIn these years of reform, the number of state-owned enterprises has been decreasing, from 2

5、3.8 in 1998 to 15 in 2003. According to the process of reform, state-owned enterprises are decreasing at an annual rate of 4000 to 5000. In the process, although the number of enterprises in the decrease, the profits realized from 21 billion 370 million yuan to 495 billion 120 million yuan, an incre

6、ase of 22.2 times. This fully shows that the adjustment of the layout and structure of the state-owned economy, although the number of state-owned enterprises has been reduced, but the overall quality has improved, and the leading role and influence in the national economy have also been enhanced.Fu

7、rther reform is still, to a greater extent to revitalize the assets and increase employment opportunities, the number of state-owned enterprises will continue to decrease, but the proportion of the total economy in the national economy will increase, industry distribution will tend to be reasonable.

8、 The reduction of the number of enterprises and the improvement of efficiency, more enterprises need to look for benefits in management. At the same time, with the accession of WTO and the influence of globalization, the uncertainty of the external environment is more obvious.Two, the necessity of t

9、he reform of human resource management in state-owned enterprisesThe changes in the overall situation of state-owned enterprises and the globalization environment that enterprises are facing make it necessary for enterprises to tap more benefits from the interior so as to obtain survival and further

10、 development in the market. The traditional personnel management system of state-owned enterprises has restricted the deepening reform of state-owned enterprises. In order to develop better, it is necessary to make changes in human resource management.Modern management theory believes that the devel

11、opment of enterprises needs four kinds of resources: economic resources, material resources, information resources and human resources. With the uncertainty of the external environment is enhanced, from the basic theory of enterprise resources, the advantages of the traditional resources in the proc

12、ess of enterprise development, it is difficult to create scarcity, can not be imitated and substituted into disorder. Enterprises should pay more attention to the relationship between the resources and benefits of enterprises from the focus of environmental factors, and put more emphasis on the deve

13、lopment and excavation of human resources in the four types of resources. The value creation process of human resources has the characteristics of path dependence and causal ambiguity, and the changes in this part of resources can become the source of new competitive advantages for enterprises.Three

14、, the problems existing in the management at this stage and the CountermeasuresThe reform and opening up has been more than 20 years, with the increase of foreign enterprises and joint ventures, the introduction of foreign management theory, the framework of state-owned enterprise human resources ba

15、sically established, the enterprise organization structure to modern enterprise theory reference pass, job settings are also more scientific analysis and. However, because there is no radical change in the environment of the enterprise from the system, the leaders of enterprises consider more about

16、the stability and harmony of politics, not the benefit and development under the market economy. The enterprise has not introduced the real competition and elimination mechanism in personnel, making state-owned enterprises within the system without talent flow, employees do not have a sense of crisi

17、s, lack of competitiveness, ultimately makes the benefit of the enterprise has no way to get the complete play. The specific effects of these effects on human resource management are:1. management stays at the traditional stage of personnel management.Personnel management is a mechanism to regulate

18、and supervise employees in an enterprise,A management style that ensures that business operations are operating effectively locally. This kind of management attaches importance to the distribution and completion of work, ignores the role of employees, greatly limits the characteristics of human reso

19、urces, and makes the development potential of enterprises limited.With the modern enterprise management concept, there are many differences in management transformation, including management concept, management activities and management center of gravity. The traditional personnel management to the

20、thing as the center, not to people as the center; people as cost, people as tools, without respect for human values, respect human nature, the lack of clear employee occupation development system. The real human resource management needs to take people as resources, operate with the capital that can

21、 invest and produce value added, and design and manage the career for employees, so that employees and enterprises can develop together. If you need to reform personnel management, you need to change this passive response, and adopt modern human resource management initiative management, based on em

22、ployee performance to manage employees.Transformation of personnel management practices, can be in the basic work with human resources management changes in the protection, and thus carry out more in-depth changes before the premise.2., the quality of human resource management team needs to be impro

23、ved, and the implementation of management can really be carried out.Today, most of the state-owned enterprises directly under the human resources department has been changed from the personnel department or personnel section to the human resources department. Some enterprises have gradually realized

24、 the value of human resources management in enterprise management activities, and have adjusted the means of management. However, there are many enterprises only in the form of changes, but from the employment system, personnel system, distribution system to the selection of enterprise operators, ap

25、pointment system is still using the traditional methods.And the human resource management organization of modern enterprise can design the development strategy of human resource according to the strategy of the enterprise, and can determine what kind of talents the enterprise needs in the developing

26、 stage. In different stages of development, enterprises can timely in the selection, use, education, and retention of four aspects of scientific configuration, so that enterprises in the market competitive. The specialization and systematization of human resource management in enterprises need more

27、management talents with professional training of human resources, and use modern human resources management skills to develop human resources within the enterprise.Professional human resources department, human resources management can really help enterprises to introduce all kinds of suitable enter

28、prise, can find companies continue to make full use of various methods of talent, motivate employees, so that the interests of employees and business interests to find a balance point. The human resources department to become business departments and various functional departments to participate in

29、the business partners, each link, combined with the enterprise strategy, earnestly safeguard the human resource management measures, make the new concept to the implementation of the.3., the investment in human resources is seriously insufficient, and the quality of employees can hardly meet the req

30、uirements of the market economy.Modern human resource management principles need to allocate a fixed portion of each years profits to the staff in the training to ensure that the development of employees can provide greater impetus to enterprises. With the fierce competition in the market, state-own

31、ed enterprises need to continue to develop, but also the staff training and development as an important part of human resource management reform. This investment is not only to improve the skills of employees and the overall level, but also can be used as part of employee benefits, not only to attra

32、ct talented people, but also can improve the enterprise current and long-term competitiveness.Modern human resources theory and practice, training is a high rate of return investment, through such input, the effectiveness of enterprises can grow exponentially. The return on investment in fixed asset

33、s is limited, and the potential for human development is greatly improved, and the investment in human resources can achieve better benefits.Most state-owned enterprises are not paying enough attention to training, and training is regarded as a cost and reduced as much as possible in the companys budget. According to a survey of some state-owned