大学英文作业 (1).doc

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1、Research on the strategy of core staff retention in small and medium sized enterprises based on the workIntroduction:According to statistics, in the more than 1 thousand small and medium-sized enterprises in the industrial and commercial registration registration in our country, accounting for about

2、 99% of all enterprises, for the countrys industrial output and profit contribution accounted for 60% and 40%, accounting for more than 90% of the retail network in the field of circulation, providing about 75% jobs in total exports in these years that small and medium-sized enterprises accounted fo

3、r about 60% of our lives today, 76.7% of the industrial output value is small and medium-sized enterprises. Therefore, the research on the sustainable development of small and medium-sized enterprises is imminent. In the past few decades, Chinas enterprises do not pay enough attention to human resou

4、rces, and the role of human resources in enterprises of western countries in the early.20 century after 80s, the traditional personnel management in Chinese enterprises have gradually been replaced by core employee retention, embarked on the retention of modern enterprises as the core of the core st

5、aff. However, the core employees in our country to retain both a relatively backward situation in theory and practice, and many foreign enterprises there is a large gap in our country. Many areas have long been the monopoly of small and medium-sized enterprises, resulting in insufficient resources,

6、Investment in human resources needless to say more. There are small and medium-sized enterprises in China overall low cultural quality structure, low production efficiency, redundant personnel continue to post a lack of talent, and key employee retention system is not perfect. Therefore, only implem

7、ent internal problems, clarify the development of ideas, in order to achieve sustainability a more long-term development.1. Review1.1 Definition of human resourceA complete core staff retention model should include three aspects, namely, human resources, core staff retention and core staff retention

8、 model. Human resources means to promote social and economic development of the labor personnel (including physical, mental) collectively, its quantity and quality requirements, it is different from the natural resources with the production of positive, active active elements, it is the basic resour

9、ce of social economic growth. core employee retention refers to to all sectors of society, various types of personnel recruitment, admission, training, use, turnover, promotion, transfer, management of the whole process of retirement 1.2 Definition of work embeddedThe concept of job embeddedness, di

10、fferent countries have different definitions, different periods of the same country have different standards. The general sense, job embeddedness refers to the size of it, compared to large enterprises, its asset size, number of personnel, operation of the scale of small business unit classification

11、. Embedded, currently adopted in the world there are two quantitative and qualitative criteria. The quantitative standard of job embeddedness is the international three reference standard for enterprise scale measure, namely the enterprise employment of personnel quantity, enterprise assets and turn

12、over of enterprises. Different countries use the standard are also different, some countries adopt single Standard, some countries adopt the composite standard, and the specific provisions of single and composite standard also vary. The qualitative criteria of job embeddedness is also known as the q

13、uality of calibration, the standard definition of SMEs from the nature of the enterprise on the provisions of this standard are mostly European countries used. The core content of the standard three independent all, independent management and a smaller market share.2. The importance of core staff re

14、tention to the small and medium sized enterprises in our countryThe enterprise competition is the talent competition, enterprises want to survive in the cruel competition, we must attach importance to human resources in the development of the enterprise, focus on the development, retain the core emp

15、loyees, so as to establish a relatively complete system of core employee retention, the Everfount power in the development of enterprises industry.2.1 Drastic changes in the environment requires the human market managementHuman resources has changed the measure of corporate wealth standards and comp

16、etition rules, knowledge is a strategic asset of enterprises, enterprise is a system knowledge system or invention, creation, application of knowledge organization. Therefore, the production efficiency of the enterprise cannot do without change rapidly knowledge and creative invention. People is the

17、 bearer and the dissemination of knowledge, human resources is the integration of people, and the system of harmonious work. Only human resources have advanced system of small and medium-sized enterprises, in order to allow enterprises to show the knowledge, technology innovation and unique monopoly

18、 properties. The small and medium-sized enterprise personnel, funds, the overall scale efficiency compared to the Large enterprises still owe weak, but can not determine their knowledge, skills and quality of personnel will be behind the big enterprises. So, if the development and training of core s

19、taff in small and medium-sized enterprises of small and medium-sized enterprises can improve the retention of knowledge. Skill level, also can make the and large enterprises in the fierce competition in the left one place.2.2 Human resources strategy is the guarantee of the successful implementation

20、 of the strategy of small and medium sized enterprisesEnterprises should develop different strategies to cope with the changing market environment, including business strategy, marketing strategy, product quality strategy, cost strategy, new product development strategy and human resource strategy.

21、To achieve the strategic objectives of the enterprise cannot do without the cooperation of the human resources strategy, human resources strategy goal is to predict and the task of the enterprise in the future, and to accomplish the goal, task and the development of the core staff retention program.

22、 Through the collection of information to complete the task, the strategic significance, so as to provide the basis for decisions of enterprise. Human resource planning is the enterprise management, enterprise management should jointly determine the enterprise The development of strategic objectives

23、, and meet the business interests of every aspect. The core employee retention system in order to achieve recruitment, recruitment, assessment, reward allocation and human resources development in the several objectives. Enterprises lack of comprehensive analysis, the establishment of a new mechanis

24、m of human resources, establish long-term strategic goals of the enterprise, ensure the enterprise steady development. Though. Small and medium sized enterprises in China have realized the importance of core employee retention, but they are not the real application of modern management theory to car

25、ry out scientific and standardized system, core employee retention, in practice can not achieve good results. Therefore, the core staff of Chinas small and medium enterprises still retain There are many problems.3. Employee turnover analysis based on job embedded3.1 The status quo of core staff rete

26、ntion in small and medium sized enterprisesMany small and medium enterprises to retain core employees is still in the stage of traditional administrative personnel management. The management mode based on things, things is not people, the unity of dont care about anything, the one-sided emphasis on

27、the control and management of things, do not care about employees feelings, and focus only on the number of the quality of the products, however, not on staffs careful management, the enterprise has no power of development.The small and medium-sized enterprise core employee retention system is not p

28、erfect or has not been established. It makes the enterprise have no cohesion. The lacking spirit of cooperation, human resources conflict is difficult to play the overall advantages of the enterprise human resources.Key employee retention authority Limited Department, can not co-ordinate all of ente

29、rprise human resources. This will lead to human resource strategy and other departments of the strategic conflict, the personnel department work is difficult to involve high-level, appraisal system not perfect, the incentive mechanism is not perfect.Small and medium-sized enterprises can retain core

30、 employees advanced ideas well into practical business management. Although there are many advanced management theories and ideas, but linked to the practical problems, treatment can not effectively solve the problems and contradictions, so it is difficult to improve the efficiency of personnel. Bec

31、ause of the lack of mature technology and perfect management the working process of practice, hard to refine information system solidified into human resources.Small and medium-sized enterprise salary, welfare can not meet the requirements of employees can motivate employees to work hard. In the des

32、ign of compensation system, there exist many problems in constructing incentive mechanism. For example, can not handle the qualifications, position, ability, knowledge, relationship and status of contribution in salary distribution. Fair distribution disorder, to mobilize the enthusiasm of the staff

33、.3.2 Core staff retention problems in small and medium sized enterprises3.2.1 The characteristics of small and medium-sized enterprises to form the human resources allocation and management Many small and medium-sized enterprises is the management of family, the family is not good friends with the p

34、eople around, because can not do something Shegang, no reasonable core employee retention configuration of enterprises is not the goal of enterprise. But the salary, these SMEs do not have the talent selection mechanism is reasonable, employees are relatives, friends know the result is a large amoun

35、t of key positions, no professional knowledge people occupy, excellent staff promotion opportunity is not great, more to rely on speculation. Therefore, the quality of many small and medium-sized enterprise employees is generally low.3.2.2 Small and medium enterprises still use the backward core sta

36、ff retention modeAt present, a large number of small and medium-sized enterprises of our country, but its scale is small, the relative lack of funds, technology, and the use of administrative personnel management, namely control management mode, in this mode, the staff can not get free space for the

37、 development of Leadership: what to say, what to do under the leadership. The incentive for employees is not enough, or just stay in compensation, the staff is not enough care and respect, depends entirely on the system and personnel constraints to control subordinates. Employees do not feel the war

38、mth of family enterprises, also should not return, leading to the lazy employees tricky, no active initiative. To work is to complete the task . led to many staffs ability and the potential has not been due to play, therefore, the enterprise must adjust its core employee retention structure, reasona

39、ble arrangements to mobilize staff positions, release the effective incentive mechanism, set up the humanized management mechanism, try to make best use of the people effect, let employees unite together struggle, the enterprise really become a big family. If the enterprise level does not pay attent

40、ion, it will affect the production efficiency of the enterprise. 3.2.3 Small and medium-sized enterprises generally lack of human resources planning and related policies Small and medium-sized enterprises in the introduction of personnel, no human resource planning, often have to face the problems o

41、f the human resources become, only temporary recruitment, staff training and so on, and do not consider the enterprises human resources and enterprise human resources system development strategy supporting enterprises. The core staff of the free retain the practice of knowledge workers pay less, hin

42、der the ability of enterprise talent to play.3.2.4 The introduction of human resources and training system of small and medium sized enterprises is not reasonableMost of the small and medium-sized enterprise core employee retention attraction model on social human resources is not enough. The majori

43、ty of small and medium-sized enterprises are private enterprises, they recruit senior management personnel from internal search, which limits the supply of human resources, resulting in many key positions and no one involved in the phenomenon of human resources. There is no fresh blood to the outsid

44、e world, this is the inner circle of circulation, will cause a decline in the quality of human resources. Moreover, the growth pattern of the human resources of the inbreeding coefficient bias, will cause unnecessary work in family disputes, resulting in internal friction of human resources. 3.2.5 C

45、ore staff retention framework system has not been perfectSmall and medium-sized enterprises to the core staff retention system often understand that only a salary and staff appraisal system. However, in addition to the assessment system and the compensation mechanism of enterprise management an impo

46、rtant support system, and more important. The sustainable development of enterprises cannot do without a set of core employees complete reservation system, it includes bidding. Before the election, training, use, leaving only. Because the main problems of different enterprises and facing different e

47、nvironment, and the organization system, management strategy and cultural value, management mode is also different, so the ability of employees and quality requirements also differ. Companies need strategic vision and long-term system, clear thinking To form an efficient work platform, and by settin

48、g the organization structure of the enterprise target optimization and performance evaluation system, the staffs skills, knowledge has been continuously improved, so as to create high-quality products and services, to achieve sustainable competitive strategy. Conclusion:Pay attention to the enterpri

49、se managers and scholars, the research focus gradually gathered in turnover. As Chinas economic and social development, social economic enterprises as the theme, the increasing competition, the competition of modern enterprises is mainly embodied in the core competence of the Corporation, and the core staff is the key for enterprises to get the competitive advantage. Enterprise the loss of key employees will cause great risks and losses to the enterprise, therefore, the en