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1、Chinas SME Human Resource Management Status and CountermeasuresAbstract: Human resource is the largest capital of any company, human resource management for enterprise survival and development of great significance, especially small and medium enterprises. How to strengthen the human resource manage
2、ment, as SMEs have to face up to and attention. In China, SMEs in human resources management still exist in many problems, and to some extent become a bottleneck restricting the development of enterprises. Main analysis of Chinas human resource management of SMEs in the status quo and existing probl
3、ems and puts forward proposals to strengthen human resources management in order to enhance the competitiveness of SMEs in China. Keywords: SMEs; human resources management; problems; countermeasure An SME the status quo of human resource management and problem analysis (1) the entrepreneur does not
4、 establish the modern human resources management system concept, is not enough awareness of the importance of human resources management. Of modern enterprise management system requires managers to establish people-oriented management philosophy, focusing on the management of human factors rather th
5、an machinery management. But most of the corporate management and regulatory agencies continue to adhere to the traditional management philosophy, does not focus on human resources management department building. (2) the lack of scientific and rational human resource management planning. As the qual
6、ity of corporate human resources managers is not high enough, in the development of talent management, the lack of forward-looking, foresight and planning, personnel and talent scarcity backlog within the company often resulted in the business process of human resources in reserve power is inadequat
7、e, causing a serious shortage of capacity for sustained development, a lot of work can not be sustained effectively. (3) The enterprise employment, salaries, incentive mechanisms such as the brain drain caused by the irrational. First, many small and medium enterprises cronyism was widespread, many
8、people by virtue of relationships rather than the strength into the company and take management positions, which makes part of the outstanding positions in the general staff is difficult to play to their talents, leading to outstanding employees little chance for promotion, which will result in a la
9、rge number of excellent staff wastage. Second, the allocation of corporate pay and incentives are not rational enough. Single-pay system, the lack of appropriate welfare system so that employees, especially technical personnel and management of peoples personality can never be satisfied, resulting i
10、n brain drain. In human resources, incentives, on a considerable number of small and medium enterprises incentive system is imperfect, there is no material incentives and moral incentives will be combined The lack of people-oriented concept, nor establish the long-term employee career planning, resu
11、lting in staffs enthusiasm, initiative and creativity are not high, is not conducive to staff their full potential. These are to some extent, causing a huge loss of business talent. (4) inadequate investment in human capital, training mechanism is not sound. As the size and strength limitations of S
12、MEs, in particular the financial strength is relatively weak, and big business can not be compared with their high salaries, resulting in the attraction of talent is far less than large enterprises. In respect of training, the SMEs because of funding constraints and lack of awareness and other reaso
13、ns, very little input. (5) lack of good corporate culture in order to assist human resources management. Corporate culture is recognized by all the employees in their core values, which is maintained between the staff. The relationship between staff and the leadership of an important link, it can en
14、hance the cohesion of the enterprise and enhance staffs collective consciousness, resulting in a certain extent, is conducive to human resources management. However, many companies tend to attach importance to material and cultural construction of corporate culture, while ignoring the spirit of ente
15、rprise culture. Reposted elsewhere in the paper for free download http:/ 2 to solve the problem of SME human resources management, response 2.1 The change in the concept of human resource management, to establish people-oriented management philosophy SMEs are first and foremost task is to change the
16、 traditional concept of human resource management, to a modern human resource management change and truly foster people-oriented management philosophy, the establishment of strategic human resources are the companies first resources ideas. We should fully respect the value of employees to staff as a
17、 valuable resource to create maximum mobility and to develop peoples initiative. Enterprises should always be staff members of the core position, the main body of staff as a company, employees in the enterprise to establish a dominant position, respect for staff labor, personality as well as the rig
18、hts and interests. 2.2 From a strategic perspective to develop scientific and rational human resource master plan First of all, human resources research and analysis to internal and external environment of enterprises and corporate human resource demand and supply situation, forecast demand for corp
19、orate human resources and supply quantity, quality, development of human resources and development grounds master plan makers supplementary scheme, staff configuration plans, staff plans to replace and improve a specific business planning. Secondly, we must strengthen the training of staff, and empl
20、oyees to develop career planning. Companies can help employees identify personal career development goals, and constantly provide training to employees the opportunity to build a win-win between enterprise and employee relations, both realize the value of the individual employees, but also create va
21、lue for the enterprise. 2.3 The system is set up a sound mechanism for training Of modern enterprises to compete after all comes down to competition for talent, and the system of regular training in the optimization of human resources management, a comprehensive process to enhance the competitivenes
22、s of enterprises is crucial. Enterprises in the training of staff should be given sufficient attention to the development of corporate strategy to establish the level of training system, improve the training system. Is to establish a sound scientific training system and to develop training mechanism
23、, so that the training be institutionalized. 2.4 The establishment of an effective incentive mechanism and a fair remuneration system Many companies lack a deep understanding of institutional incentives to take simple material rewards, ignoring the spiritual needs of the employees. SMEs, human resou
24、rces, incentives should be maintained to protect mental stimulation and physical combined. In addition, the implementation of differentiated pay. Introduction of performance pay and post pay a combination of wage system. The employees salary and business efficiency, individual performance together.
25、2.5 Construction of excellent corporate culture, enhance the cohesion of Corporate culture in enhancing the staffs sense of community, maintaining relationships between employees has a tremendous role. It is like an invisible hand, members of the Uni-ideas and goals, the staff work together to achie
26、ve business goals. Excellent corporate culture can play a subtle role of the employees to stimulate the enthusiasm of professionals, maintaining a strong entrepreneurial spirit and pride. Corporate culture on employees attitudes and behavior have a powerful influence, affecting employee beliefs and
27、ideas. Therefore, enterprises should focus on building a corporate culture in line with its own characteristics. References 1 King-Wah Chiu. Human resources management M. Jinan: Shandong Peoples Publishing House, 2001. 2 Xu Er-ming, Sun Jianmin. Human Resources Development and Management M. Beijing: China Renmin University Press, 1999. Reposted elsewhere in the paper for free download http:/
