生产作业计划和管理

目录引言····························································································································································11私营企业人力资源管理中存在的问题··································································································11.1人力资源管理理念滞后······················································································································11.2缺乏人力资源规划······························································································································21.3管理者素质偏低··································································································································21.4缺乏有效的激励机制··························································································································21.5缺乏良好的企业文化建设··················································································································22私营企业人力资源管理中存在问题的原因分析··················································································32.1企业对人力资源管理不重视··············································································································32.2对人力资源规划认知性不足··············································································································32.3忽视了管理者素质的提高··················································································································32.4激励机制不健全··································································································································32.5忽视企业文化的重要性······················································································································43完善私营企业人力资源管理的对策······································································································43.1树立正确的人力资源管理理念··········································································································43.2建立健全人力资源规划······················································································································43.3建立有效的人才培训机制··················································································································43.4建立以绩效考评为主的分配激励机制······························································································53.5建设优秀是企业文化··························································································································5结语·····························································································································································7参考文献·····················································································································································8宁波广播电视大学行政管理本科毕业论文第1页共7页【摘要】随着中国加入WTO和知识经济到来，企业之间特别是私营企业之间的竞争日趋激烈，人力资源作为最具活力、最具有发展前景的战略资源，将成为企业参与竞争和谋求发展壮大的主导因素。从而使人力资源管理在企业发展中的作用越来越受到重视，人力资源管理的地位也得到了大幅度地提升，把人力资源管理作为企业管理中最宝贵的资源。本文对私营企业的人力资源规划、培训、激励措施等人力资源管理问题进行了分析，认为私营企业在人力资源管理方面仍处于人事管理阶段，管理者素质偏低，激励机制单一和良好的企业文化建设，原因是私营企业对人力资源管理不重视，对人力资源规划认知性不足，对人力资源开发不够，激励机制不健全，忽略了企业文化的建设等。要解决这些问题，不仅要提高对人力资源管理的认识，而且要不断地完善人力资源管理体系、激励机制和企业文化等方面的建设。【关键词】私营企业；人力资源管理；激励机制；企业文化引言所谓私营企业，指由自然人投资设立或由自然人控股，以雇佣劳动为基础的营利性经济组织。我国私营企业才开始起步时候，大部分都从小家庭作坊开始，而随着中国经济的不断发展，私营企业存在的种种弊端逐渐显露出来。在创业期间，私营企业只注重生产效益而忽视了人力资源管理，而企业发展壮大后，私营企业逐渐意识该问题的重要性，而企业人力资源管理仍处于传统的人事管理阶段，这促使企业在人力资源规划、人员招聘、培训、激励机制等都处于劣势状态，无法与企业发展同步。而如何快速完善和建立健全人力资源管理体系是当今私营企业发展的重中之重。本文围绕私企人力资源管理中存在的一些问题，进行了原因分析，并对如何将私营企业中人力资源管理提高到一个新的水平提出了对策，以达到抛砖引玉的目的。1私营企业人力资源管理中存在的主要问题1.1人力资源管理理念滞后所谓人力资源，是指人所具有的对价值创造起贡献作用并且被组织所利用的体力和脑力的总和。人力资源管理，是指企业为了获取、开发、保持和有效利用在生产经营过程中必不可少的人力资源，通过运用科学、系统的技术和方法进行各种相关的计划、组织、领导和控制活动，以实现企业的既定目标。而当前,许多私营企业的人力资源管理还停留在传统的人事管理阶段，即仍停留在档案管理、工资和劳保福利等事务性管理上，是典型的以“事”为中心的静态人事管理，没有承担起人力资源管理的人力资源部门作为一个内部管理部门对业务部门提供服务和支持，缺乏对企业发展战略的洞察力，无法与企业结合起来，这也是企业内部没有真正理解人力资源管理理念的所导致。这种滞后于实践的管理模式也注定了人力资源部门无法成为一个企业的轴心部门，从而难免成为一个企业为了发展而必须存在的一个附属部门。宁波广播电视大学行政管理本科毕业论文第2页共7页1.2缺乏人力资源规划人力资源规划就是对企业在某个时期内的人员供给和人员需求进行预测，并根据预测的结果采取相应的措施来平衡人力资源的供需。而现今中国大部分私营企业的做法是，在企业内部缺少合格人才的时候，企业管理者才考虑招聘，在人员素质不符合发展需要时，企业管理者才展开培训，这样的做法说明企业在人才开发方面普遍存在缺乏前瞻性、预见性和计划性等诸多短视行为。目前，中国私营企业闲人多问题尚未完全解决，一方企业花钱养着许多闲人，一方面又人才紧缺。企业现存的人力资源规划，其实就是简单的短期招聘计划，而不是根据企业的战略发展规划来预测人员供给与需求。这样的做法使企业很难随着发展的需要及时发现和选拔优秀人才，而且，现有员工的工作能力、技术水平等也得不到很好发展，以致于难以调动其积极性、主动性、创造性，更难挖掘员工的潜能，从而严重阻碍了企业发展战略的实现。1.3管理者素质偏低在激烈的市场竞争中，企业管理者综合素质和管理水平的高低，已成为企业能否适应市场并在竞争中取胜的重要因素之一，而企业管理的好坏，很大程度上又取决于企业领导者的综合素质高低。一个企业中管理者占企业员工总数的10％～15％，而他们的作用却远远超过85％的员工在企业组织中的作用。现今大多数的私营企业都是家族式的企业，家族式企业的一大表现方式即是管理层的家族化，高层中层领导基本上被亲戚占据，而这种模式的弊端就是，管理层的素质参差不齐，即是非亲属，也基本上是从一线晋升上来的，或许，比起一线员工，他们够优秀，但是并不具备管理者所需的能力。1.4缺乏有效的激励机制在私营企业中，大部分员工的工资都采取一条流水线几个人平均分工资的工资模式，而这种工资模式导致相当比例的员工工作积极性不高，企业经营者和专业技术人才的创造力、专业水平等都得不到充分的发挥，主要原因就是缺乏有效调动积极性的激励机制，在分配上还存在一定程度的平均主义，工资不能按岗位、工作能力、劳动强度拉开距离，干好干坏收入差别不大，就像文化革命时期大家一起吃大锅饭。1.5缺乏良好的企业文化建设企业文化是一个企业在长期的发展经营、摸索过程中不断凝结、沉淀出的企业价值观及企业精神的结合体，它对员工的行为方式和习惯都会产生强烈的影响。目前中国大部分私营企业在企业发展过程中由于单纯地追求利润，最大限度地压榨劳动人民的剩余价值，为减少开支，对企业文化的建设投入甚少。或许有所谓的企业文化，但企业文化并不是想几句口号，让员工跟着喊就行了，它是植根于一个企业的血液，并能让大部分员工都认同的一种精神层面的凝聚力。然而，现今的私营