工商管理畢業(yè)論文--民營企業(yè)人力資源管理問題及對策研究

1、工商管理專業(yè)本科畢業(yè)論文民營企業(yè)人力資源管理問題及對策研究姓 名： 指導(dǎo)教師： 專 業(yè)： 年 級： 完成時間： 北京師范大學(xué)繼續(xù)教育與教師培訓(xùn)學(xué)院民營企業(yè)人力資源管理問題及對策研究摘要在當今知識經(jīng)濟時代，人力資源管理越來越成為企業(yè)管理的重中之重，而人力資源管理中存在的問題越來越成為許多企業(yè)特別是民營企業(yè)開展壯大的瓶頸，如：為什么民營企業(yè)人才流失嚴重？怎樣完善鼓勵機制來調(diào)發(fā)動工積極性？怎樣進行有效的績效考核？如何加強對培訓(xùn)工作的管理，以便提高培訓(xùn)實效？等等。本文以公司為例，通過分析這些在我國民營企業(yè)人力資源管理中普遍存在的問題，找出產(chǎn)生這些問題的原因，并提出一系列相應(yīng)對策。關(guān)鍵字 民營企業(yè)，人力

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90、進程的加快和我國參加WTO，在新形勢下民營企業(yè)在開展中面臨著新的危機人才的危機，民營企業(yè)的開展在很大程度上因人才的缺乏而受到阻礙。民營企業(yè)開展的先天缺乏，從目前來看民營企業(yè)進入到人力資源開發(fā)層面的幾乎沒有，原因在于民營企業(yè)在人力資源管理方面還沒有形成一套適合中國國情的、適合中國民企開展的科學(xué)合理的人才戰(zhàn)略。因此，無論是哪種類型的民營企業(yè)，其人力資源管理都存在著這樣或那樣的問題。1 加強民營企業(yè)人力資源管理的重要性江澤民同志“三個代表重要思想，深刻反映了馬克思主義關(guān)于生產(chǎn)關(guān)系一定要適應(yīng)生產(chǎn)力、上層建筑一定要適應(yīng)經(jīng)濟根底這一原理，是在社會主義市場經(jīng)濟條件下深化對勞動和勞動價值理論研究和認識的根本思

91、想武器。知識經(jīng)濟越開展，人的因素在價值創(chuàng)造和財富生產(chǎn)中的決定性作用就越明顯；生產(chǎn)力越先進，高素質(zhì)的勞動者就越重要。人是生產(chǎn)力中最活潑、最革命的因素，當代企業(yè)管理是以人為中心的管理，人是知識、信息、技術(shù)等資源的載體，人力資源是企業(yè)最珍貴的資源，企業(yè)間的競爭歸根到底表現(xiàn)為人力資源的競爭，這就要求作為市場主體的企業(yè)必須高度重視人力資源的管理。企業(yè)與企業(yè)之間的競爭歸根結(jié)底是人才的競爭，得人者昌，失人者亡，是否擁有人才往往成為企業(yè)在市場競爭中成敗的關(guān)鍵，尤其是在21世紀知識經(jīng)濟全球化的時代，人才競爭更為劇烈。隨著中國參加WTO，政策開放，壁壘降低，政府干預(yù)、地方保護形成的行業(yè)壟斷現(xiàn)象將一去不復(fù)返，中國市

92、場已成為商家必爭之地，無數(shù)國外投資商將眼光投向中國，他們來中國不僅是要占領(lǐng)中國的土地，瓜分中國的市場，更重要的是要占有中國的人才。摩托羅拉，IBM，奔馳，三星，寶潔等近百家國外知名企業(yè)在北大，人大，復(fù)旦等著名學(xué)府紛紛設(shè)立獎學(xué)金，向校園提供各種援助，大力宣傳企業(yè)自身形象，其目的就是為了吸引人才，特別是高級人才。在企業(yè)全球化，人才外鄉(xiāng)化趨勢的影響下，國外企業(yè)爭奪人才的戰(zhàn)爭給中國中小民營企業(yè)敲響警鐘：中小民營企業(yè)中的人才，特別是高級人才，更隨時會被獵頭公司獵走。如今，人才的競爭不再是區(qū)域內(nèi)，小范圍內(nèi)的內(nèi)戰(zhàn)，而是主要戰(zhàn)場在中國的世界大戰(zhàn)。競爭舞臺改變，競爭對手變強，游戲規(guī)那么變化中國中小民營企業(yè)正面臨

93、著殘酷的人才競爭。家族式民營企業(yè)在人力資源利用方面具有很大的局限性，存在裙帶之風(fēng)，壓抑了外來人員的創(chuàng)新意識和工作積極性，外來人員沒有歸屬感，上行溝通受阻，導(dǎo)致整個企業(yè)的管理水準下降，不利于管理和技術(shù)人才的引進。工人，特別是農(nóng)民工常常超時工作，工資卻不能按時發(fā)放，住宿、醫(yī)療、工作條件都很差，沒有保險和養(yǎng)老金，經(jīng)常引起勞資糾紛，勞資雙方缺乏溝通的渠道。而國有企業(yè),因為長期歷史沉淀及國家政策原因,從人員招聘途徑、錄用及待遇、社會保障等都有著民營企業(yè)無法比較的優(yōu)勢。在新經(jīng)濟時代，企業(yè)強調(diào)以人為本，而民營企業(yè)在與其他企業(yè)人才競爭中并不占優(yōu)勢，相反還存在一定的劣勢，因此對于民營企業(yè)來說，要有人力資源管理的

94、獲得優(yōu)勢，必須順應(yīng)新時代人力資源管理的開展趨勢，利用自身的優(yōu)勢，采取有效的措施加強人力資源管理。只有通過人力資源管理的完善，民營企業(yè)才能提高其效益，在競爭劇烈的市場經(jīng)濟中處于不敗之地。2 我國民營企業(yè)人人力資源管理的現(xiàn)狀及原因分析民營企業(yè)家的素質(zhì)參差不齊在我國除了一些集團化開展的企業(yè)及一些從事高科技行業(yè)的企業(yè)人才素質(zhì)較高之外，大局部中小型企業(yè)的管理人才學(xué)歷偏低。對于人才，放心和能干無法兼得總是民營企業(yè)主的一塊心病。一方面，他看到人才的重要性，但對于培育人才卻缺乏信心，擔憂投入的人力、物力沒有回報，更擔憂人才不能長期為他們效勞。他們往往有這樣一種想法：世上有人才、蠢材和奴才。蠢材不能用，因為會誤

95、事；人才更不能用，因為他們會奪你的江山；奴才最好，又聽話又好用。因此，在忠誠與效率之間如何選擇，他們正經(jīng)受著巨大的矛盾和痛苦。民營企業(yè)家的管理權(quán)力缺乏制約民營企業(yè)大多數(shù)為私人投資興辦，一般情況下企業(yè)主是集所有權(quán)與經(jīng)營權(quán)一身，且決策管理時，只需對私人利益或少數(shù)投資者負責即可。民營企業(yè)在開展過程中往往存在這樣一個桎梏個人專權(quán)的家長式管理模式，然而一旦企業(yè)走上了開展之路，規(guī)模逐漸擴大時，家長式的管理模式便會誘發(fā)一系列的問題，很容易造成決策的盲目、管理的混亂與權(quán)力的濫用，最終導(dǎo)致企業(yè)的衰敗。 2.2強調(diào)管理，鼓勵手段單一員工對職業(yè)追求的因素有兩類，一類是經(jīng)濟因素，如薪酬、社會保障等，另一類是

96、精神因素，即受到上司的賞識和重用，受到他人的認可和尊重，有學(xué)習(xí)和開展的時機等。但大多數(shù)民營企業(yè)過于強調(diào)組織中的管理制度和管理程序的制定，無視建立和健全企業(yè)的鼓勵機制，許多民營企業(yè)家只考慮到了赫茨伯格雙因素理論中的保健因素而無視了鼓勵因素，單純依靠加薪的方法而沒有考慮員工精神等高層次需要，不重視人際關(guān)系的培養(yǎng)，單一的鼓勵手段不能提高員工的工作激情，員工使用效益沒有到達滿意化。我國的民營企業(yè)在薪酬管理中存在許多誤區(qū)，諸如對員工的根本人性假設(shè)是“惡的，認為員工得到的取決于付出的，高工資一定可以吸引并留住人才，有的由企業(yè)家一個人來制定本企業(yè)的薪酬制度。許多民營企業(yè)只用人而不育人，他們需要的是現(xiàn)實的實踐

97、型人才，最好招來就為企業(yè)做奉獻，許多民營企業(yè)不愿再人員培訓(xùn)方面下功夫，一方面他們認為人是本錢，舍不得對人員配置進行投資;另一方面是對人才培養(yǎng)缺乏自信，既擔憂投入的人力、物力沒有回報,更擔憂培訓(xùn)的人才不能為他們效勞，再一方面，民營企業(yè)在培訓(xùn)開發(fā)方面，缺乏系統(tǒng)性、長期性，投入的水平低，效益不夠顯著從而使企業(yè)文化建設(shè)與員工素質(zhì)提高成為空談，培訓(xùn)機制的不健全使民營企業(yè)不能獲得真正的人才，沒有培訓(xùn)就沒有人才。2.5 民營企業(yè)的人員流失嚴重并缺乏控制在我國許多民營企業(yè)中，沒有現(xiàn)代人力資源管理的理念，對人的管理強調(diào)通過“控制和“服從來實現(xiàn)人與事相適應(yīng)，而無視人的才能的發(fā)揮。在民營企業(yè)中，企業(yè)前景不明朗或內(nèi)部

98、管理混亂，員工職業(yè)生涯方案難以實現(xiàn)，工作壓力大，缺乏職業(yè)平安感，個別企業(yè)薪酬結(jié)構(gòu)不合理，工作標準過高等原因都不同程度地導(dǎo)致員工跳槽。他們沒有意識到這些人的流失，不僅帶走了商業(yè)、技術(shù)秘密，帶走了客戶，使企業(yè)蒙受直接經(jīng)濟損失，而且，增加了企業(yè)人力重置本錢，影響工作的連續(xù)性和工作質(zhì)量，也影響在職員工的穩(wěn)定性和效忠心3 開展和完善我國民營企業(yè)人力資源管理的策略相比于國有大企業(yè)而言，民營企業(yè)確實有著很大的缺陷和缺乏，但任何事物都具有兩面性，民營企業(yè)亦有著自身的優(yōu)勢，民營企業(yè)生產(chǎn)規(guī)模小組織層次少，對市場的反響靈敏，機制靈活，花旗銀行和美洲銀行的效益不敵地區(qū)性小銀行就是很好的例證；而且民營企業(yè)實行所有權(quán)和經(jīng)

99、營權(quán)合一，能夠減少內(nèi)部控制本錢而保持企業(yè)的高效和競爭力；此外，民營企業(yè)處于企業(yè)的成長期，有極大的開展空間，能給人才提供更多發(fā)揮自身能力的時機。結(jié)合自身優(yōu)勢，民營企業(yè)亦可以制定出有效的人才策略。下面，我們就從政府、企業(yè)、人才自身三個方面來闡述：3.1政府應(yīng)調(diào)整人才工作思路，統(tǒng)籌管理民營企業(yè)的人才工作優(yōu)化民營企業(yè)人才開發(fā)的效勞環(huán)境政府有關(guān)部門要進一步優(yōu)化政務(wù)環(huán)境。對涉及民營企業(yè)的人才開發(fā)工作多效勞，少給予，多宏觀，少具體的要求，積極改良民營企業(yè)的人才效勞質(zhì)量。要以政府審批制度改革為重點，進一步簡化辦事程序和辦理環(huán)節(jié)，從效勞出發(fā)，取消針對民營企業(yè)的不合理的人才收費工程，清理和修訂現(xiàn)行不利于非公有經(jīng)濟

100、開展的政府政策法規(guī)。建立符合民營企業(yè)特點的人才投入機制。進一步加大對民營企業(yè)人才開發(fā)的投人力度，促進民營經(jīng)濟的開展，對民營企業(yè)承當?shù)娜瞬殴こ炭山o予適當資助。積極探索以政府為主導(dǎo)的、金融和社會資本共同參與的多元化的高層次人才風(fēng)險投資機制，為各類民營企業(yè)人才所承當?shù)母咝录夹g(shù)工程提供資金資助。 加強民營企業(yè)人才開發(fā)的宏觀指導(dǎo)統(tǒng)籌規(guī)劃人才開發(fā)工作。制定民營企業(yè)的人才規(guī)劃，形成具有民營企業(yè)特色，包含指導(dǎo)思想下標任務(wù)、實現(xiàn)途徑、政策措施等方面的人才開發(fā)框架，將民營企業(yè)的人才開發(fā)規(guī)劃納入黨委、政府人才開發(fā)的總體規(guī)劃。加強民營企業(yè)人才開發(fā)工作的指導(dǎo)和效勞。按照政治平等、政策公平、保障有力、強化效勞、放手開展的原那么，加強民營企業(yè)人才開發(fā)的指導(dǎo)和效勞；要在政治上鼓勵，方向上引導(dǎo)，法律上保護，政策上支持，環(huán)境上優(yōu)化等方面著手，并圍繞工作調(diào)研、政策指導(dǎo)、人才招聘、人事代理效勞、信息咨詢等內(nèi)容，降低民營企業(yè)人才開發(fā)本錢，解決民營企業(yè)人才的后顧之憂；要逐步將人才效勞工作的重點由國有單位向國有、非國有單位并重方向轉(zhuǎn)變，由傳統(tǒng)的人事行政管理向現(xiàn)代人才開發(fā)轉(zhuǎn)變。發(fā)揮民營企業(yè)在人才開發(fā)中的主體作用進一步加強民營企業(yè)與高校、科研機構(gòu)的合作。要逐步建立民營企業(yè)與高校、科研機構(gòu)的合作機制，探索工程共建、共同研發(fā)、課題攻關(guān)、開展培訓(xùn)、講座講學(xué)等多種合作渠道