Small and Medium-sized Enterprise Human Resources Management

1、 黄河科技学院毕业论文 第 6 页 Small and Medium-sized Enterprise Human Resources ManagementFor most people, life is the most time spent at work and career success of human life have a decisive impact. Enterprises can win a key factor in the dedication of staff in its ability to create the conditions for their em

2、ployees, so that they have access to a sense of accomplishment and self-realization career. Staff career management has become the business development and human resources management, an extremely important and innovative work to implement staff career management and staff to achieve win-win busines

3、s purposes, and then upgrade their market competitiveness and staff career development potential. Enterprises can effectively staff career management is an enterprise can ensure its sustainable development was necessary for the staff of the key. We must fully understand the business staff for effect

4、ive career management, and staff in enterprises and clear career management role responsibilities, timely develop enterprise staff career planning, career staff in the implementation of a comprehensive enterprise management. Career management will help improve the job loyalty, and reduce business ta

5、lent drain. Globalization and information pluralism and the labour organizations have fewer restrictions, which require their managers to focus more on the training and enterprise incentive system, the development of knowledge-based employees, and retain talent through career management. So career m

6、anagement staff will become the future business of a new human resources management focus, it will become a strategic human resources directly into the main engine of business performance. Human resources are the most important competitive enterprise resources, our SMEs in the current human resource

7、s management is still in its traditional personnel management phase, human resource management agencies positioning low, a serious shortage of inputs for training, and the lack of an effective incentive mechanism. SMEs lead to the reasons for inadequate human resources management emphasis, coupled w

8、ith the impact of traditional Chinese personal relations, human resources management objectives unclear, the effect of poor management tools. To solve this problem, not only to raise awareness, but also to continuously improve human resources management system, in staff motivation, staffing and ente

9、rprise culture-building efforts. SME human resource management at the same time there are unsound, technical issues such as imperfect, should deepen reform and speed up the establishment of the management system, increase input in human resource development, thus encouraging staff motivation and pro

10、mote enterprise development. The core competitiveness of SMEs are often owned by the enterprises human resources and human capital, human resources management in SMEs how to handle the recruitment, selection only, and use only, mode, the only remaining issues can not be ignored event. Therefore, the

11、 merits of our human resources is vital to the development of SMEs.SME development in order to get better, and standardized human resources management (HRM) is an essential ingredient. A large number of cases proved that the people-centered, rational management team is an effective HRM programs. Suc

12、cessful implementation of this program enterprises, HRM to a scientific and orderly track and staff members of unity and cooperation, to take the initiative and code of conduct, continuous innovation and enterprise development prospects more promising. SMEs standardized HRM program from two aspects

13、should be considered : 1. strengthening of the SME management concept. All the enterprise management system design and implementation of modern HRM fully embody the concept and nature : understanding human nature, respect for human and people-oriented. 2, only to a people-centered philosophy and gui

14、ding principles, and the key is how SMEs fewer management layers. management, low-cost, quick decision-making and easy to seize market opportunities and other features, to find suitable for SMEs standardized HRM operational and technical programs. Modern HRM including human resource access, integrat

15、ion, and the incentive to maintain, control and adjustment, development and so on. My most current SME institutions, human, material, financial input, can establish such a comprehensive, standardized HRM program. Suitable for the reality of the current SME characteristics, lower management costs, we

16、 believe that as long as the key to seizing the HRM, in the line of duty (Position) duties, the performance (Performance) assessment, wages (Payment) distribution and so on (3P) model, fully embody the human understanding, respect for humanity, people-oriented nature of the core can be avoided into

17、management difficulties to a more standardized. 3P model of content and operation steps : 1, according to the production and operation of enterprises characteristics job analysis, clear all staff posts (Position) duties. 2, in light of their duties. Design human resources performance (Performance) a

18、ssessment programs and tools. 3, the use of performance assessment programs and tools to enterprises of all regular staff assessment, according to the results of performance assessment, design wages (Payment) welfare, and even paid bonuses programs and tools. As 3P model and implement a people-orien

19、ted concept of HRM, HRM grasp the core of modern technology, So it suitable for SMEs, and it can lower the cost of administration and easy operation. The concrete manifestations are : 1,3 mode of duty, performance evaluation and salary distribution is an organic link among the whole, this organic li

20、nk can be fully reflect fair and reasonable, science, competition. 2, the model can effectively emphasize individual effort and solidarity of the unity, personal fate and destiny integration company. 3, stressed the qualifications, they focus on practical performance, quantitative and qualitative ev

21、aluation analysis, performance evaluation and salary, incentives interdependence, assessment is an objective basis for treatment of incentive results, remuneration for work and work incentives reunification. 3P model of effective implementation will gradually enable the management of the company to

22、a legal path to avoid the rule of man, guess subjective feelings about the adverse consequences. In the company of the family of impersonal, and fully mobilize the enthusiasm of the staff members and creativity encourage individuals to proactive efforts. stressed unity and cooperation, promote the c

23、ompany and the staff of common progress and development. 3P model for the effective implementation of a greater impact factors are : 1, leadership, In particular the decision-making level to update the concept of leadership is very necessary. Operation of the enterprises should be gradually into a p

24、eople-oriented concept; 2, the mode of implementation of 3P, should strengthen the building of leading bodies of the middle; 3. 3P model dependent on the effective implementation of enterprise employees to raise their overall quality. Reship please add：(Copy from：) 中小家族企业人力资源管理对大多数人来说，人生的绝大多数时间是在工作中

25、度过的，职业生涯的成败对人的一生有着决定性的影响。企业能否赢得员工献身精神的一个关键因素在于其能否为员工创造条件，使他们有机会获得一个有成就感和自我实现感的职业生涯。员工职业生涯管理已成为当前企业发展及人力资源管理中的一项极其重要的和崭新的工作，实施员工职业生涯管理能够达到企业和员工双赢的目的，继而提升企业的市场竞争力和员工的职业发展潜力。能否进行有效的企业员工职业生涯管理也是一个企业能否获得确保其可持续发展所必需的员工队伍的关键所在。要充分认识进行有效的企业员工职业生涯管理的重要性，切实明确企业和员工在职业生涯管理中的角色责任，及时制订企业员工职业生涯规划，深入实施企业员工职业生涯全面管理。

26、职业生涯管理有利于提高员工的职业忠诚度，减少企业的人才的流失。全球化、信息化以及劳动力多元化使得组织间的限制越来越少，这要求管理者更加注重企业的培训和激励系统，开发知识型员工，并且通过职业生涯管理留住人才。因此员工的职业生涯管理将成为未来企业人力资源管理的一个新的重点，它将成为企业战略人力资源直接转化为企业绩效的主要动力。人力资源是企业最重要的竞争资源，目前我国中小家族企业在人力资源管理方面仍处于传统人事管理阶段，人力资源管理机构定位低，对培训投入严重不足，而且缺乏有效的激励机制。导致的原因有中小家族企业对人力资源管理重视程度不够，加上受传统中国人情关系的影响，人力资源管理的目标不清，各种管理

27、手段效果不佳。要解决这一问题，不仅要提高认识，而且要不断完善人力资源管理体系，在员工激励、人员配置和企业文化建设方面下功夫。同时中小家族企业人力资源管理上还存在着制度不健全、技术不完善等问题，应当深化改革，抓紧管理制度的建立，增加人力资源开发的投入，从而激励员工积极性，促进企业发展。中小家族企业的核心竞争力往往是由企业所拥有的人力资源和人力资本所决定，中小家族企业在人力资源管理工作中如何处理好“求才、选才、用才、育才、留才”的问题也是不可忽视的大事。因此，人力资源的优劣对我国中小家族企业的发展具有举足轻重的影响。规范的人力资源管理（HRM）是中小家族企业发展不可或缺的要素。大量的案件证明了“以人为本，理性的管理团队”是一种有效的人力资源管理程序。成功实施这一计划的企业，可以使人力资源管理要科学有序的轨道和工作人员的成员的团结与合作，采取主动行动和行为准则，不断创新和企业发展的前景更加光明。中小家族企业人力资源管理的规范化，程序从两个方面应予以考虑： 1、加强对中小型企业的经营管理理念。所有的企业管理系统的设计与实现现代人力资源管理，都充分体现了了解人性、尊重人权和以人为本的基本理念。2、只有一个以人为本的