工商管理的毕业论文(2)

4.3.5 民营企业的人员流失严重并缺乏控制 ······································································9

4.3.6 家族式管理模式使人力资源获取存在封闭性 ··························································· 9

4.3.7 对职位没有进行详细的工作分析············································································ 10

5 民营企业走出人力资源管理困境的对策 ······················································ 10

5.1 制定人力资源规划，形成有效的人才梯队························································ 10

5.1.1 制定人力资源规划··································································································· 10

5.1.2 形成有效的人才梯队 ······························································································· 11

5.2 内部招聘与外部招聘结合的招聘方式 ································································ 11

5.3 实施现代人力资源管理方案 ·················································································· 12

5.2.1 人力资源规范化管理——3P模式 ··········································································· 12

5.2.2 对管理人员实行年薪制 ··························································································· 13

5.4 民营企业管理资源不足，可实施人事外包························································ 14

5.5 建立富有凝聚力的企业文化 ·················································································· 14

III

目录

结论

致谢

参考文献 ·································································································································· ·································································································································· 16 17

18 ·····························································································································

1 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

IV

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面 甚至还要艰难些，很多企业都呈现出“昙花一现，步履维艰”的现象。进入知识 经济时代后，我国的企业迫切需要高素质的人力资源。但是企业自产生时就由于 各种历史原因导致企业本身先天不足，而在其发展中又由于低水平的管理模式， 落后的人才观念，不完善的薪酬制度，缺乏沟通与交流，忽视员工的学习、培训 及人才自身事业的发展和职业生涯规划，还有企业主的人格缺陷等使得企业的发 展受困于自身的“人才陷阱”。即一方面急需高素质的人才，另一方面在得到高 素质的人才后很难凭着有效的人力资源管理在较长时间内留住人才，并发挥其最 大潜能。

民营企业独具的灵活性和创新性，使其无论是在企业数量还是提供就业机会 上都对我国的国民经济作出了重要的贡献，在我国国民经济中占有重要的地位。 尽管民营企业在如此环境中不断发展壮大，为社会稳定、经济发展作出了不可忽 视的贡献，但由于其自身的、历史的原因，在发展的过程中急需规范管理。目前 我国有很大一部分民营企业在人力资源方面存在众多的问题，没有建立起真正意 义上的人力资源战略体系。据统计GDP的50%以上，社会就业岗位的70%以上都

来自民营民营企业。而据对民营企业调查，被问到制约企业发展最重要的资源时， 63%企业主认为是融资，47%回答是产品销售，38%认为是市场开拓，只有33%

的企业主将人才和提高内部人力资源放在迫切需要解决议程上。这种人力资源管 理上的滞后已经成为制约民营企业成长和发展的重大难题。

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，为浙江民营企业 的人力资源管理研究进行有益的探索。

2 民营企业人力资源管理相关概念

2.1 民营企业概念与特点

所有的非公有制企业均被统称为民营企业。这是现在对民营企业最普遍的定 义。