Brief-Analysis-on-Human-Resources-Management-in-Mo

:[e-mail]fChildrenRehabilitation,JiningFirstPeople'sHospitalJining272100,ChinaYongxiangGuoCollegeofEducationScience,QufuNormalUniversityQuftj273165,ChinaAbstractCurrentlyinChina,privateenterpriseshavebecomethebackboneofpromotingChineseeconomicdevelopmentandsocialprogress.However,manyprivateenterprisestosomeextentexperiencedifficultiesinhumanresourcesmanagementintheirdevelopmentbecauseofsomeintrinsicandhistoricalreasons,whichslowsdownthespeedoftheirsustainabledevelopment.Onthebasisofclarifyingtheconceptandñmctionofhumanresources,humanresourcesmanagementandprivateenterprises,byanalyzingthepresentconditionofprivateenterprises'humanresourcesmanagement,thisthesisillustrateshowtoimprovethemechanismofusing,keepingandtrainingtheemployeesofprivateenterprises,andproposesthemeasuresofpersonalizedhumanresourcesmanagementinprivateenterprises.Keywords:Humanresourcesmanagement.Privateenterprises.Predicaments,Countermeasures1.IntroductionAlongwitheconomicdevelopmentandchangesinpeople'sconcept,alltradesandprofessionsinourcountryemergeanumberofprivateenterprisesandprivateentrepreneursthatpromotetheeconomicdevelopmentalot.Amongtheseenterprises,somehavegrownupsuccessfully,butmanyhavedisappearedinthegrowingprocess.Onthewhole,thedevelopingconditionofChineseprivateenterprisesismuchmoredifficultthanstate-ownedenterprisesinmanyaspects,soalotofprivateenterprisespresentaphenomenonoflastingbriefly,andgrowingwithdifficulty.Whyaresmallandmediumprivateenterpriseswhichareverysuccessfulatanearlystagedepressedorcollapsedeventually?Therearemanyreasons.Akeyoneistheproblemofenterprises'humanresourcesmanagement.HumanresourceswasfirstbroughtintoChinabyforeignenterprises.Nowadays,manyenterprisesinourcountryhavechangedpersonneldepartmentintohumanresourcesdepartment.However,inthefaceoftheincreasinglyfiercemarketcompetition,itisnotenoughtochangethenameonly.Weshouldunderstandthemeaningofhumanresourcesdeeply,anddoagoodjobonhumanresourcesmanagement.Onlyinthiswaycantheprivateenterprisescontinuetotaptheirpotentialandstandfirmlyinthetrendsofmarketeconomy.2.Meaningofprivateenterprises,humanresourcesandhumanresourcesmanagementPrivateeconomyisthetermemergedinChinainthelate1980sandearly1990s.Atpresent,theeconomicentitiesthatinvestedbynon-stateeconomyormanagedbytheprivateenterprisesoroperatorwhodonotrepresentthestateassetmaybecalledprivatelyoperatedeconomy.Theenterprisesthatbasedonprivatecapitalcanbecalledprivateenterprises.NowinChina,withtheeconomicdevelopmentandthemarketopening,more232¡SSN¡9¡¡-20¡7E-¡SSN¡9H-2025(CaoXianjin&YuKaichao,2007).Broadlyspeaking,peoplewithnormalintelligencearehumanresources.Buthumanresotircesheremainlyrefertothestunofpeoplecapableofworkbothinsideandoutsidetheenterprisesorganization.Humanresourcesmanagementreferstotheeffectivedevelopment,reasonableutilizationandscientificmanagementofhumanresources.Itusesmodemscientificmethodstomanagepeople'sideasandbehaviorseffectivelyandgivesfullplaytopeople'sinitiativeinordertoachievebusinessgoals.Thefunctionsofhumanresourcesmanagementareplanning,selection,evaluation,motivation,developmentanddeployment(CaoXianjin&YuKaichao,2007).3.AnalysisonthehumanresourcesmanagementpredicamentsoftheprivateenterprisesWiththestmcturalreformdeepened,privateenterprisescannotrelyonmechanismtogainmassmarketopportunitiesinthecircumstancesthattheintrinsicconditionshavebeenchangedinthemacroeconomicenvironmentandthemicroeconomicsubjects.Onthecontrary,privateenterprises'originalmanagementdeficienciesareexposeddaybydayandbecomerestrictsoftheirgrowth.Themanagementproblemsaremainlyreflectedinthefollowingaspects:thecontradictionbetweenenterprises'sizeexpansionandmanagementcapacity'sinsufficiencies;theseriousinsidercontrolphenomenoncausedbytheunclearpropertyright;thedeclineofthestaffcohesion;thecontradictionbetweenarbitrarypolicy-makingandthelong-termneedforrationaldecisionpursuedbyenterprises;thecontradictionbetweenemotionaltiesandsystematicstandardmanagement.Thesecontradictionshighlightthefocusonenterprises'intemalhumanresourcesmanagement.3.1TheweakenedhumanresourcesmanagementideasMostofthepolicy-makersinprivateenterprisesdonothaveadeepawarenessandunderstandingofhumanresourcesmanagement.Atpresent,asfortheprivateenterprisesinourcountry,theirunderstandingofhumanresourcesmanagementstillremainsonthelevelofgeneralaffairsmanagement.Theirdutie