Graduation thesis of human resource management?

In the era of knowledge economy, enterprise competition is the competition of human resource development and full utilization of its potential. Only a scientific and effective human resource incentive mechanism can attract and retain real talents and maximize the enthusiasm and creativity of employees. The following is what I arranged for you for your reference.

fan wenyi: an analysis of human resource management of small and medium-sized enterprises

1. the main problems in human resource management of small and medium-sized enterprises

small and medium-sized enterprises generally have a flat organizational structure, an integrated management mode with organic combination of management rights and ownership rights, and a relatively flexible talent employment and selection mechanism, which provides a good development advantage for human resource management of small and medium-sized enterprises. However, small and medium-sized enterprises adopt a family-style human resource management model, which has a low level of marketization, and has not yet formulated a long-term human resource strategic plan. The way of talent selection is unscientific and reasonable, and the human incentive and assessment mechanism needs to be further improved, resulting in many problems in the human resource management process of small and medium-sized enterprises. It is embodied in the following aspects:

1.1 There is no clear understanding of human resource management

In the actual development process, small and medium-sized enterprises have their own particularity and great limitations in resource possession, which makes them pay special attention to production and sales. The ultimate management goal is to maximize profits, without paying too much attention to human resources. There is no clear concept and understanding of human resources management, and the concept of human resources management is weak. First of all, many small and medium-sized enterprises have a clear concept of production cost and enterprise scale, but they often don't have a human resources department, and of course they don't have a professional human resources management team. Although some enterprises have established human resource management departments, they only continue the original personnel management mode, and have not realized the systematic, scientific and professional management of human resources. At the same time, the management responsibilities of the human resources management department of small and medium-sized enterprises are mostly general personnel management such as employee files, employee salaries, employee benefits, etc., and there is no dynamic management mechanism. Secondly, many senior managers of small and medium-sized enterprises do not pay enough attention to human resource management, and their investment in this aspect is relatively small, which also makes it difficult for enterprises to realize dynamic and scientific management of human resource management, and it is difficult to establish a standardized and orderly human resource management system and management process.

1.2 talent incentive mechanism is not perfect

In order to achieve their development goals faster and better, many small and medium-sized enterprises often set special tasks for their employees, and the performance evaluation index of employees is also whether they have completed the tasks and the efficiency of completing the tasks. For those employees who have accomplished their tasks well, they are basically given basic incentives such as commission, year-end bonus and promotion, which will lead to a flat and single performance evaluation system and it is difficult to form a comprehensive, scientific and systematic performance evaluation mechanism. This kind of employee performance evaluation mechanism will seriously affect employees' creativity, work enthusiasm and initiative, and can't fully tap employees' work potential and retain talents, resulting in serious brain drain.

1.3 Staff training mechanism needs to be further improved

Staff training is not only an important means to effectively improve the quality of employees, but also an important way to motivate and retain employees. At present, many small and medium-sized enterprises in China lack a correct understanding of employee training, and mistakenly regard employee training as a long-term large cost, but not as an investment. This also leads to small and medium-sized enterprises investing less in employee training, which makes it difficult to effectively maintain the smooth and normal development of human resource management in small and medium-sized enterprises. At the same time, many small and medium-sized enterprises have not arranged a fixed training place, nor have they formulated strict training systems, training objectives and training plans. They only train employees occasionally according to the needs of enterprise development, so it is difficult to achieve ideal training results. Secondly, the enterprise has not made a scientific and reasonable career development plan according to the characteristics of each employee, and it can not meet the training and development needs of employees.

2. Further improve the human resource management of small and medium-sized enterprises

2.1 Establish a brand-new concept of human resource management

In order to improve the level of human resource management, small and medium-sized enterprises should first abandon the traditional human resource management model, adopt modern human resource management model, establish a new concept of human resource management in line with the development of modern society, upgrade human resource management to a strategic management level, and establish a "people-oriented" management concept. Small and medium-sized enterprises should be based on the actual situation of human resource management in enterprises, and the humanistic management concept of "people-oriented" should always run through all aspects of human resource management through scientific management means to build a set of human resource management system that adapts to the development of enterprises. Therefore, small and medium-sized enterprises should take employees as the core development resources, and organically combine attracting talents, introducing talents, developing talents and employee performance management, formulating management policies, designing career plans, etc., so as to truly "gather talents, carefully cultivate talents, and use talents scientifically". Secondly, small and medium-sized enterprises should give more space and opportunities for those outstanding talents to fully tap their potential.

2.2 Make a systematic and scientific human resource management plan to improve the standardization of human resource management

To ensure the scientific and standardized human resource management, we should first make a systematic human resource planning strategic plan. First of all, we should combine the medium-and long-term development strategic objectives formulated by small and medium-sized enterprises, determine the development and utilization objectives of human resources at a certain stage of the enterprise, and formulate corresponding policies. Of course, we should arrange each implementation step in detail. At the same time, SMEs should formulate a relatively perfect business plan to ensure the effective implementation of human resource management planning, including employee recruitment, talent introduction plan, employee promotion plan and ways, continuing education and training plan, talent incentive plan, employee performance management plan, employee dismissal plan and employee retirement plan. After making the overall human resource planning, we should realize the institutionalization and standardization of each human resource management work and formulate the most reasonable business process. Secondly, in the process of implementing human resource management planning, it should be adjusted according to the actual situation, so as to maximize its benefits.

2.3 establish a perfect employment mechanism and talent incentive mechanism

employment mechanism and talent incentive mechanism are important contents of human resource management, which are directly related to human resource allocation, employees' enthusiasm and initiative, employees' loyalty to enterprises and other related issues. Among them, the talent incentive mechanism is mainly to help enterprises attract and retain talents, and to establish a perfect talent incentive mechanism. First of all, we should formulate a scientific, reasonable and fair salary system, and give employees satisfactory reward incentives with multi-level and diversified salary methods. At the same time, we should formulate scientific incentive measures such as welfare plan, promotion plan, post-career study and guidance. For example, we can make a scientific work and life plan for employees, that is, strengthen the training and study of employees, give employees more opportunities to improve their skills and enhance their personal value. Moreover, enterprises should actively encourage employees to innovate and give strong support so that employees can give full play to their talents and realize their self-worth. Secondly, some innovative employees should be given some autonomy, and their working hours should be arranged flexibly, so that employees can manage independently, which can better mobilize their creativity and enthusiasm. The core of the employment mechanism is to arrange the most suitable jobs for employees according to their own characteristics and maximize their potential. Small and medium-sized enterprises must abandon the traditional family management mode, realize the fairness and impartiality of the employment mechanism, and strictly select competent and reliable employees. For example, various effective interview measures can be used to screen talents, such as situation simulation, personality test and written examination of relevant professional knowledge. After recruiting talents, we should optimize the combination of talents and implement the "competitive recruitment" system to scientifically and objectively evaluate employees.

2.4 adopting diversified employee training mechanisms

the professional quality of employees in enterprises directly affects the market competition level of enterprises, and employee training is an important way and method to improve the professional quality of employees. In the process of human resource management, enterprises should attach great importance to staff training, constantly improve staff training awareness, and adopt flexible and diverse echelon training mechanism for small and medium-sized enterprises, because it can effectively reduce training costs. This training mechanism is mainly to stratify employees and formulate targeted training contents and training methods according to different levels of employees. For example, for grass-roots employees, we should mainly adopt basic vocational skills training to improve their basic vocational skills. For business backbones, we should focus on training their technical level and teaching them more advanced technical content. This differential training mode is not only conducive to reducing the cost of employee training, but also can ensure that the training is targeted and orderly to prevent the loss of outstanding talents and business backbones. Secondly, training is also a kind of welfare, which is an incentive for some employees with strong self-realization value, which is conducive to improving the cohesion of core employees and helping enterprises retain talents. To sum up, small and medium-sized enterprises are an important force in China's economic development, and the state is paying more and more attention to the development of small and medium-sized enterprises. Human resource management is a weak link in the management of small and medium-sized enterprises, which is not conducive to their further development. Small and medium-sized enterprises should have a correct understanding of human resource management, formulate scientific and reasonable human resource strategic management plans according to their actual development and future development strategic planning, constantly innovate human resource management methods, effectively improve the level of human resource management, and promote the healthy and rapid development of small and medium-sized enterprises.

fan wener: the orientation of human resource management in enterprise management

human resource management plays an extremely important role in the daily management and operation of modern enterprises, and has been paid attention to by more and more enterprises. However, the development of human resources in China started relatively late, and the role of human resources management has not been specifically divided, and its specific management functions have not been clearly defined, which is very unfavorable to the smooth development of human resources management and can not give full play to its role. Under the current background, enterprises should reposition the role of human resource management in enterprise management, specifically define its responsibilities, and provide strong talent support for enterprises.

first, the current situation and main problems of human resource management in enterprises

At present, many people think that human resource management departments do not need high technology or strong management ability, and the quality of human resource management will not play a great role in the development of enterprises. In their view, as long as the jobs are allocated well and the needs of employees are met as much as possible, it is the main work of human resource management, and the significance of human resource management in enterprises is not fully realized. However, in fact, in the whole enterprise management process, the human resource management department plays many roles, such as organization department, administrative department and personnel department, which is closely related to the development of enterprises. Therefore, enterprise managers do not pay enough attention to human resource management and do not have a comprehensive, correct and in-depth understanding of human resource management, which is the main reason why human resource management can not adapt to social development. Specifically, the reasons for this phenomenon include the following aspects.

1. The concept of human resource management lags behind

At present, the concept and mode of human resource management in Chinese enterprises are relatively backward, and the traditional human resource management mode in the past has been unable to adapt well to the modern socialist market economic system. Most enterprise managers are appointed by superior leaders, and only those who have worked for a long time can enter the senior management department, which will lead to the relative lack of management skills of managers. Even though managers have rich management knowledge and skills, they are old-fashioned and cannot adapt to the development of modern society.

2. Human resource management and system are too rigid

At present, the organizational management mode of Chinese enterprises is mainly that the directors and section chiefs of various departments within the enterprise are directly led by the top leaders of the enterprise, and the bottom employees directly listen to the arrangements of the superior organizations. Such a management system is usually difficult to fully and reasonably allocate human resources, and there is little communication between enterprise leaders and bottom-level employees, which is prone to misunderstandings and contradictions. Although many employees in enterprises have advanced professional technology and skills, they have not been fully utilized in their jobs, which can easily lead to waste of human resources.

3. The degree of human resources development is low

At present, many enterprises do not pay attention to human resources development, and do not look at human resources management from the perspective of long-term strategic development, but only pay attention to short-term interests, which will lead to the inconsistency between human resources management objectives and corporate strategic development objectives. Because the investment of enterprises in the development of human resources is small, and the effectiveness of human resources management is not outstanding, which will greatly reduce the overall quality of human resources and it is difficult to promote the sustainable development of human resources management.

second, the important position of human resource management in modern enterprise management

at this stage, many enterprises have not clearly defined the role of human resource management in enterprise management, which is very unfavorable to the development of human resource management. The healthy and sustainable development of enterprises needs human resource management. Only when enterprise leaders pay full attention to the important role of human resource management can they achieve the strategic goal of enterprise development better and faster. In order to do this, we should first clarify the internal relationship between human resources and enterprise managers. Enterprise management mainly refers to the effective management of input costs and all resources within the enterprise to ensure the smooth development of various production and operation of the enterprise, so that the enterprise can get considerable benefits and achieve its business objectives. Enterprise management includes funds, technical human resources, materials, funds, devices and so on. In order to improve the management level of enterprises, different resources must be classified and managed, among which human resources are an important part of enterprise management and also a part of enterprise costs and resources. Therefore, human resource management and enterprise management should belong to the whole and part relationship. Moreover, people are the management objects of various departments of an enterprise. In the management of various departments, we must give full play to people's subjective initiative in order to promote the smooth development of the management of various departments. Therefore, in enterprise management, human resource management is at the core and has close contact with the management of other departments within the enterprise. Therefore, human resource management plays an extremely important role in enterprise management, and we should analyze the role of human resource management in enterprise management from the perspective of dialectical materialism. Human resource management is an important part of the whole enterprise management. However, we can't blindly exaggerate the role of human resource management. Human resource management can never replace enterprise management and can't solve various problems in enterprise management.

3. Suggestions on improving human resource management in enterprises

1. Formulate a "people-oriented" human resource management system

Senior leaders of enterprises should pay full attention to human resource management and clearly realize its important role in enterprise development, especially in the current fierce market competition environment.