Differences of Human Resource Management in China Enterprises

First, the main problems and solutions of human resource management in state-owned enterprises

(A) the existing problems

State-owned enterprises have played a decisive role in China's socialist construction and national economic development. However, since 1980s, the contribution of state-owned enterprises to national economic growth has been declining year by year. At the same time, the influx of a large number of foreign-funded enterprises, private enterprises and multinational companies poses a severe challenge to state-owned enterprises. Therefore, state-owned enterprises must change their inherent business philosophy and methods for decades and shift their strategic focus to human resources. However, in most state-owned enterprises in China, the human resource management system and level are uneven, and there are still many problems in human resource management.

1. On the one hand, there is a shortage of talents, on the other hand, it is overcrowded. Talent scarcity is manifested in the administrative efficiency of state-owned enterprises, the number of top-notch talents and the distribution of industry leaders. In many industries, such as manufacturing and high-tech industries, top talents are controlled by many foreign companies and private enterprises, and the current situation of human resources in state-owned enterprises is really worrying. At the same time, layoffs are one of the most difficult problems for state-owned enterprises. Overcrowding is manifested in the fact that many state-owned enterprises are too cumbersome in staffing, only looking at staffing rather than performance. "How many people work for one person" is a typical feature of state-owned enterprises. At the same time, the entry and exit mechanism of personnel is not perfect, and there is basically a vicious circle of only entering and leaving.

2. The structure of human resources is unreasonable. Unreasonable structure and unscientific allocation are the main problems in human resource management of small and medium-sized state-owned enterprises, which are mainly manifested in the following aspects: unbalanced team structure, excess managers and shortage of front-line operators are common problems; In terms of staffing, there is a surplus of ordinary and single-skilled talents, but there is a shortage of top-notch talents engaged in business management, scientific research and development, and skill operation. In the way of compiling, it is difficult to introduce and flow as needed, which leads to poor applicability of resources and insufficient personal skills. In addition, due to the serious brain drain in state-owned enterprises in recent years, the overall age structure and knowledge structure of employees are aging, and the net human resources of enterprises are relatively reduced.

3. The talent selection mechanism is not perfect, and the access channels are not fully established or unblocked. The talent selection mechanism of state-owned enterprises lies in the imperfect channel construction, and the key lies in being able to enter and exit without introducing competition. Many state-owned enterprises are even relatively closed, completely isolated from the outside world, and can only be completely supplemented and digested through "within the system", so there is no effective selection and development of talents.

4. Pay attention to the development and management of senior talents, and despise the training of grass-roots employees. Enterprises think that front-line employees are not as important as managers, and blindly emphasize the benefits from management, so they ignore the training of employees, which leads to the decline of employees' quality and a large number of potential talents to be developed. The phenomenon of idle waste of talents is amazing. It brings many negative benefits to the production and operation of enterprises.

5. The incentive mechanism is inflexible or ineffective, which has hit the enthusiasm of human capital owners to some extent. Lack of incentives is the biggest problem of state-owned enterprises at present. In terms of preferential material incentives such as wages and salaries, there is still a big gap between state-owned enterprises and foreign enterprises or private enterprises, especially the income gap between middle and senior managers and key personnel in enterprises is more obvious. State-owned enterprises lack not only positive incentives, but also negative incentives. State-owned enterprise operators only lose money but do not win, and have not established a mechanism that is truly responsible for state-owned assets.

6. The construction of corporate culture is narrow in scope, outdated in content, and weak in cohesion to employees. Many enterprises have a superficial understanding of corporate culture and have no clear values. Corporate culture is still stuck in the traditional slogan propaganda, and the corporate culture atmosphere is rigid, conservative and formalistic, which has no attraction and cohesion at all and cannot attract outstanding talents from outside the enterprise.

solution

To solve the problems of state-owned enterprises, such as inactive system, advanced concepts and insufficient incentives, we must first change our concepts. The top management of state-owned enterprises should first be aware of these serious problems; Secondly, the adjustment of the mechanism, including improving the talent access mechanism, effective talent training mechanism, effective competition mechanism and incentive mechanism, is the fundamental to solve the problem. Then there is effective preparation. Enterprises should make use of all available resources, analyze their own strengths and weaknesses, find out the causes of problems and solutions, and then specify effective methods and action plans to make full preparations for enterprise reform; Finally, execution. Only careful planning and strict implementation can bring results.

(3) Methods

In view of the above outstanding problems and solutions, we can think of the following solutions:

1. Guide managers to change their ideas and improve their quality. Conduct targeted discussions for different industries and fields, so that leaders of state-owned enterprises can learn more advanced concepts, and then use specialized high-level training institutions such as universities and consulting companies to establish the development awareness and competition awareness of enterprises. The first step in the reform of state-owned enterprises is to cultivate leaders with revolutionary spirit and promote innovation.

2. Strict system and strict implementation. To solve the efficiency problem of state-owned enterprises, we must first improve the system and strictly enforce laws and regulations. Only when there are laws to follow can we act according to law. You can put forward opinions through employee participation and improve the enterprise system. Synchronous execution is a big problem, which needs a special department to supervise the execution. If there is no special person in charge, we can start with the establishment of a special supervision department, make a fuss about institutional setup, and strive for the realization of institutional support performance.

3. Improve the personnel flow mechanism and give full play to people's enthusiasm. Effective incentive is an effective means to ensure the efficiency of state-owned enterprises. The object of effective motivation is people, so the flow of people should be improved first. Enterprises should make up their minds to break the tradition, open the competition mechanism of employing people, let people go up and down, guide employees to speak with their strength and retain core employees. Let successful cases support people's belief in change.

4. Improve the incentive policy. The ultimate motivation of enterprises comes from the distribution of interests. To invigorate enterprises and motivate personnel, we must have a scientific and reasonable production guarantee for dosing machine. By learning from successful enterprises and benchmark enterprises, learning from mature models and using advanced incentive methods, we can ensure the success of enterprise reform and the continuous improvement of performance.

5. Strengthen the construction of corporate culture. Don't let the construction of corporate culture just stop at shouting slogans. It is necessary to deeply analyze the actual situation of the enterprise, make a summary, extract a cultural plan that conforms to the actual situation of the enterprise, formulate effective publicity methods, let the corporate culture take root in the hearts of the people, let the corporate culture play a leading role, and ensure the level of human resources.

Second, the main problems and solutions of human resource management in private enterprises

(A) the existing problems

Since the reform and opening up, the state has formulated a large number of policies and regulations to protect the legitimate interests of individual economy and private economy, and to encourage, support and guide the development of non-public economy. In this favorable situation, China's private enterprises have achieved unprecedented development and the economic scale has grown rapidly. However, there are still many problems in the development of private enterprises in China.

1. Family-centered management. Private enterprises are usually business owners, who rely on their special abilities, opportunities and courage to achieve entrepreneurial success. This kind of success is more of a kind of "personal heroism", so most of them lack modern management knowledge and only rely on personal experience to make decisions. Once this decision is wrong, it may lead to a fatal blow to the enterprise. Mainly manifested in:

(1) is not conducive to attracting excellent management talents;

(2) Lack of scientific decision-making mechanism;

(3) The family interest disputes are complicated.

2. Lack of strategic planning of human resources. China's private enterprises often ignore human resources planning when formulating development strategies, and do not consider the human resources situation of their own enterprises, and whether their own human resources system can effectively support their development strategies. Human resources and enterprise development strategy do not match. At the same time, many private enterprises in China have utilitarianism. Only use talents without training, lacking the concept of developing talents, cultivating talents, using talents rationally and managing talents effectively.

3. The corporate culture is outdated, and it is difficult to shape employees' loyalty to the enterprise. At present, there is a certain gap between the management system, values and management methods of private enterprises and modern enterprise management. Show in:

(1) The management system only reflects the unilateral interests of the owners;

(2) Subjectivity of economic reward standard;

(3) The incentives are single.

4. The brain drain is rapid and the stability of the talent team is outstanding. Because private entrepreneurs like to be arbitrary, there is too much centralization and too little decentralization; Pay more attention to the use of talents than training; The management is too strict and the environment is tense; Excessive pursuit of material benefits ignores the spiritual and cultural needs of employees. Most private entrepreneurs have low quality and lack of personality charm, which makes it difficult for private enterprises to retain talents, and the phenomenon of talent job-hopping is frequent.

solution

Because the ownership of private enterprises is different from that of state-owned enterprises, the solution is also different from that of state-owned enterprises. The solutions are: first, solve the problem of property right reform and realize the combination of human capital and monetary capital; Secondly, seek the innovation of the governance structure of private enterprises; Third, seek management innovation and improve the employment mechanism; Finally, the innovation and breakthrough of technical operation in the field of human resources specialty.

(3) Methods

Implement the employee stock ownership plan. That is, employees within the enterprise subscribe for part of the company's equity, and then entrust employees to hold shares to operate as legal persons and manage them centrally. Employee stock ownership will enter the company's board of directors and participate in company management as an enterprise legal person. The dual identity of employees as workers and investors will greatly improve their working attitude, help to enhance their loyalty to the enterprise, and enhance the cohesion and centripetal force of the enterprise.

1. Implement the stock option system for operators and core scientific and technological personnel. Equity incentive not only has the incentive function, but also has the function of supervision and restraint. It combines equity and corporate governance, resulting in the latest incentive mechanism in human resource management. At the same time, the "performance" in the relationship between effort-performance-return in expectation theory is changed to long-term operating performance, which restricts the short-term behavior of talents in private enterprises and greatly mobilizes the enthusiasm of talents within enterprises.

2. Build a scientific governance subject and establish an effective balance mechanism. Specifically, private enterprises should attract ordinary employees, managers and creditors to the board of directors and board of supervisors of enterprises, and allow employees and managers to hold shares in enterprises. In terms of perfecting the checks and balances mechanism, one is to improve the board of directors, and the other is to improve the shareholders' meeting.

3. Introduce the professional manager system. There are three specific ways:

(1) Develop potential professional managers in enterprises. Entrepreneurs of private enterprises should be authorized to let potential managers comprehensively manage subsidiaries or departments, provide them with opportunities to exercise and display their skills, and cultivate and explore successors of enterprises.

(2) Introduce suitable professional managers according to the orientation of the enterprise. Different enterprises need different levels and types of managers.

(3) Establish a system of selecting and evaluating professional managers. Private enterprises can set up evaluation and testing departments, combine modern evaluation technology with traditional evaluation system, and evaluate and identify the quality and ability of target managers. It can be carried out by means of microcomputer evaluation, professional title examination, manager incentive system and restraint mechanism.

4. Improve the level of human resources management at the technical level of human resources. First of all, it starts with strategy, then human capital investment guarantee, and finally forms system and advanced culture.

(1) Clarify the strategic objectives of the enterprise and plan the human resources well;

(2) Investing in existing human capital to promote the career development of employees;

(3) Appointing people on their merits and recruiting talents;

(4) Establish and improve various rules and regulations of enterprises, and gradually promote the construction of modern enterprise system;

(5) Create a people-oriented corporate culture and enhance centripetal force and cohesion.

Third, the main problems and solutions of human resource management in family enterprises

(A) the existing problems

Over the past 20 years of reform and opening up, family businesses in China have developed rapidly. According to the survey of China Academy of Social Sciences, 80% of private enterprises in China are family enterprises or pan-family enterprises. At present, family businesses have not only gradually stepped out of the extensive accumulation stage, but also many family businesses have already reached a considerable scale. However, with the continuous expansion of the scale of family enterprises in China, many problems have been exposed in human resource management.

1. Lack of strategic thinking on enterprise development leads to the lack of human resource planning. In the early days of starting a business, family businesses in China are generally small in scale, and there is no organizational strategy in the process of growth. With the continuous expansion of enterprise scale, enterprises should have strategies. Inertia and entrepreneurs generally lack strategic thinking on enterprise development, which leads to the lack of enterprise strategy and reasonable human resource planning in the expansion stage of family enterprises.

2. With a strong family color of "cronyism", the concept of "family first, enterprise later" is serious. "cronyism" is easy to form a "family world" in the enterprise, and it is easy to form an unhealthy trend of suppressing and rejecting the correct opinions of foreigners and even bullying them, which leads to the lack of fairness, identity and responsibility of foreign employees to the enterprise, thus curbing the exertion of high-quality talents in the enterprise, causing a huge waste of human resources in the enterprise and eventually causing the loss of employees in the enterprise.

3. The quality of employees is low, lacking high-level technical and management talents. Most entrepreneurs of family businesses start their businesses locally, and resources are relatively scarce. The employees of the enterprise are mainly locals. With the continuous expansion of family business scale, its management and technical level can't keep up with the development of enterprises. Because quite a few family businesses are often not in big cities, the environment is relatively remote and difficult, and geographical conditions limit the introduction of high-level technology and management talents.

4. Human capital investment is seriously insufficient, and personnel mobility is high. The loss of employees intensifies the contradiction of talent shortage in family businesses, which is not conducive to the stability and development of family business employees, especially the loss of employees with special skills and expertise, which has brought huge economic losses to family businesses.

solution

The organizational model and ownership nature of family business determine that the ultimate limiting factor for the development of family business is human factor, so whether the employment mechanism can be solved is the essence of solving the problem of family business. First of all, we should make clear the business scope and business model, and then open the employment mechanism, which can preserve the cultural characteristics of the family business, but open the consanguineous employment culture of family members, and finally move from the rule of a single leader to the rule of law in system management.

(3) Methods

1. Make clear the strategic objectives of the enterprise and plan the human resources well. The bottleneck of the development of family business lies in the ambiguity of strategy. First of all, we should make clear the strategy and make corresponding human resources planning according to the strategy. Under the differentiation strategy, human resource planning is more suitable to adopt a short-term framework and make more use of external resources to serve the organization.

2. Create a people-oriented "home" corporate culture and enhance centripetal force and cohesion. Creating a people-oriented "home" corporate culture will enable various forces within the enterprise to realize their own values and converge in the same direction, so that the enterprise will have cohesion and centripetal force, and employees will have a sense of belonging and are willing to share joys and sorrows with the enterprise. This is beneficial for family enterprises to attract and retain talents in an unfavorable talent competition environment and provide necessary human resources for the rapid development of enterprises.

3. Invest in existing human capital to promote the career development of employees. On the one hand, family enterprises provide employees with training in technology, management and strategic thinking according to their own characteristics, which can not only improve their knowledge and skills to meet the new and higher requirements put forward by the rapid development of science and technology; On the other hand, it meets the requirements of employees for career development.

4. Appoint people on their merits and recruit talents. Drucker once suggested that if a family business wants to survive and maintain effective operation, there must be at least one non-family member among the top managers, no matter how many family members there are or how excellent they are. Therefore, the family business must change the employment mechanism of "cronyism". Only by appointing people on their merits and occupying high positions can we effectively and reasonably employ people, so as not to waste talents in enterprises and ensure the rapid development of enterprises.

5. Establish and improve various rules and regulations of enterprises, and gradually promote the construction of modern enterprise system. Family enterprises should constantly follow the needs of internal development, transcend family management, gradually promote the modern enterprise system, and truly move from rule by man to rule by law. Scientific management can make the production and operation of enterprises run in an orderly way, make the internal relations of employees harmonious, make employees have trust in enterprises, and create a good environment for enterprises to acquire and retain talents.