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****科技大学本科毕业论文题目：民营企业人力资源管理问题及对策研究学生姓名学号分院工商管理分院专业班级指导教师2010年四月中文摘要II摘要随着中国市场经济的不断深化，企业竞争日趋激烈，人力资源作为最具活力、最具发展前景、最具收益的战略资源，成为企业参与竞争和谋求发展的主导因素。人力资源是企业最重要的竞争资源。本文通过定量调查、定性分析等方式对浙江民营企业的人员招聘、培训、薪酬管理、绩效考核、激励措施等人力资源管理问题进行了调查分析，认为民营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，且缺乏有效的激励机制。导致的原因有民营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，各种管理手段效果不佳。且民营企业生产部门效率不高、不能及时补充货源，销售部门应收帐款回收情况不理想等问题都可以归结到人力资源管理中去解决。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等方面下功夫。关键词：民营企业；人力资源管理；问题分析；建议英文摘要IIIAbstractWiththedeepeningofChina'smarketeconomy,theenterprisecompetitionbecomesincreasinglyfierce,thehumanresourcesasthemostdynamic,themostpromising,themostrevenuestrategicresources,becomeenterprisestoparticipateinthecompetitionandthedominantfactorsseeksthedevelopment.Humanresourcesarethemostimportantcompetitionresourcesenterprise.Thisarticlethroughquantitativesurvey,qualitativeanalysisofzhejiangcivilian-runenterprisemeanssuchasthestaffrecruitment,training,compensationmanagement,performanceappraisal,incentivemeasureshumanresourcesmanagementissuesthatwasinvestigatedandprivateenterpriseinhumanresourcesmanagementisstillinthetraditionalpersonnelmanagement,humanresourcesmanagementinstitutionsstageoftraining,positioninglowdevotionseverityshortage,andlackofeffectiveincentivemechanism.Thecausesofaprivateenterpriseofhumanresourcesmanagement,plusenoughattentionbytheinfluenceoftraditionalChinesehumanrelationship,humanresourcesmanagementgoalisnotclear,variousmanagementmeanstheeffectnotbeautiful.Andprivateenterpriseproductionefficiencyisnothigh,cannotseasonablecomplementsource,salesdepartmentreceivablerecoverysituationisnotperfectquestioncanbeattributedtohumanresourcesmanagementtosolvetheproblem.Tosolvethisproblem,notonlytoimprovetheunderstanding,andwillconstantlyperfectthehumanresourcemanagementsystem,themotivationalandstaffingandenterprisecultureconstructionaspect.Keywords:privateenterprise;Humanresourcesmanagement;Problemsanalysis;suggest目录IV目录1引言········································································································12民营企业人力资源管理相关概念························································12.1民营企业概念与特点·············································································12.2人力资源管理的定义及其内容·······························································23民营企业加强人力资源管理的必要性················································43.1人力资源管理的一般作用······································································43.2民营企业的经营规模和人员规模不断扩大··············································43.3加强人力资源管理有助于提高民营企业的竞争力···································43.4人力资源管理能够提高员工的工作绩效·················································54民营企业人力资源管理案例分析························································64.1A公司创业及发展历史··········································································64.2A公司人力资源管理现状·······································································74.2.1人力资源管理职能挂在总经理办公室························································74.2.2人力资源制度分散在各岗位制度中···························································74.2.3有较为明确的薪酬奖励体系····································································74.3A公司人力资源管理问题及原因····························································74.3.1民营企业管理者自身素质和观念问题························································74.3.2缺乏人力资源的战略规划·······································································84.3.3机构设置不到位，缺乏专业的人力资源管理者···········································84.3.4企业薪酬激励约束制度不到位·································································84.3.5民营企业的人员流失严重并缺乏控制························································94.3.6家族式管理模式使人力资源获取存在封闭性···············································94.3.7对职位没有进行详细的工作分析·····························································105民营企业走出人力资源管理困境的对策···········································105.1制定人力资源规划，形成有效的人才梯队·············································105.1.1制定人力资源规划···············································································105.1.2形成有效的人才梯队············································································115.2内部招聘与外部招聘结合的招聘方式···················································115.3实施现代人力资源管理方案·································································125.2.1人力资源规范化管理——3P模式····························································125.2.2对管理人员实行年薪制·········································································135.4民营企业管理资源不足，可实施人事外包·············································145.5建立富有凝聚力的企业文化·································································14目录V结论·······································································································16致谢·······································································································17参考文献···································································································18****科技大学学生毕业设计（论文）11引言改革开放以来，我国各行各业都涌现出了一大批“风光一时”的企业和企业家。但随着大批企业在发展过程中在经济现象中走出“倒U曲线”，一批又一批的企业家也就随风而逝。从整体看，民营企业的发展状况比国营企业在许多方