1. 1 The concept of human resources development and management is backward.

For a long time, under the influence of the planned economy system, state-owned enterprises have been subject to national macro-control, paying attention to solving the material, capital and technical problems within enterprises, ignoring the human resources of enterprises, treating human resources as distribution according to needs, treating people as inherent labor, paying attention to ownership and use, ignoring development and flow, making talents unable to get in and out, resulting in serious phenomena such as idle, depressed and wasted talents.

1.2 Insufficient investment in human capital

Human capital investment means that investors increase or improve people's intelligence and physical quality by investing a certain amount of capital (monetary capital or physical objects), and this improvement of labor force is ultimately reflected in the increase of labor output. The managers of state-owned enterprises in China lack the investment consciousness of human capital, and only care about the immediate future (supplementing staff and paying wages for enterprises, etc.). ), and they are afraid to train employees easily, for fear of "making wedding clothes for others." Long-term human resource forecasting, planning and development are rarely carried out. In this way, some outstanding employees who are eager to learn new skills and knowledge will not get training opportunities; The imperfect and opaque training system of state-owned enterprises has also prompted some relevant people to seize these opportunities; Moreover, some training is a mere formality, the content is boring, the assessment is divorced from reality, and the purpose of training has not really been achieved.

1.3 The management mode is single, the management authority is centralized, and the management system is highly centralized.

First of all, the state-owned enterprises are huge, and all departments and industries cannot manage cadres flexibly, effectively and pertinently according to the nature and difficulty of their respective business work, which leads to the separation of responsibilities and rights and the disconnection between people and things. Secondly, the authority of state-owned enterprises is too centralized, which strengthens the "chief executive's will" and ignores the system construction. Third, the highly centralized management system of state-owned enterprises hinders the role of competition mechanism. On the one hand, the employment of "iron rice bowl", the cadres of "iron chair" and the distribution of "big pot rice" limit the competition and the exertion of individual talents. On the other hand, in the planned economy period, the individual's obedience to the collective was strengthened, which inhibited the individual's autonomy, independence and selectivity.

2. Countermeasures to improve the human resource management level of state-owned enterprises under the current situation

In order to cope with economic globalization and fierce competition in the international market, China's human resources management should adopt effective measures and means such as planning, organization, leadership, supervision, coordination and control, taking into account the current talent demand and staffing, and focusing on the future, and attaching importance to the planning and development of human resources. Enterprises should not aim at saving in the budget, but should seek the best input-output ratio in a specific period, just like investing capital or information, that is, pursuing high efficiency and high return. Therefore, the author believes that under the current situation, the human resource management of state-owned enterprises should be improved.

solution

1 We should establish the scientific management concept of "people-oriented" and realize the optimal allocation of human resources. The management idea of "people-oriented" is simply people-oriented management.

2. Pay attention to the development of human resources investment and human capital investment. The fundamental way for state-owned enterprises to develop, cultivate and improve talents lies in enterprise education and training. Optimizing enterprise education and training means that enterprises should invest more money to achieve higher efficiency and quality.

3. Establish a flexible competition mechanism. State-owned enterprises should change the "iron rice bowl" of employing people and allocate "big pot rice", fundamentally eliminate competition and the display of individual talents and the realization of personal interests, truly realize the right of employing people in an open, fair and just manner, enable enterprises to introduce people in need, eliminate redundant people, establish a flexible competition mechanism in which cadres can be promoted and demoted and employees can enter and leave, invigorate enterprises, improve production efficiency and make outstanding talents useful. Human resource management is the core of modern enterprise management. As a pillar industry of the national economy, state-owned enterprises should fully implement and formulate rectification measures on the one hand, and feed back the dynamic information of budget implementation to management at all levels on the other hand to guide business decisions.

Drawer management abroad

In modern management, it is also called "job analysis". At present, large and medium-sized enterprises in some economically developed countries attach great importance to "drawer" management and job classification, and have established job classification systems to varying degrees on the basis of "drawer" management. According to the survey, 50% of enterprises in Thailand have adopted "drawer management" in 198 1. 75% are in 1985, and more than 95% are in 1999. In recent years, large and medium-sized enterprises in Hong Kong have also generally implemented "drawer-style" management.

"Drawer" management is a popular management term, which describes that every manager has a clear work specification in the drawer of his desk. In management, there can be no work without power, no responsibility without power, and no power without responsibility. Obligations, responsibilities, powers and interests must be combined with each other.

American business circles believe that if an operator can't communicate well with employees and show them that the crisis does exist, then he will soon lose his credibility, thus losing efficiency and effectiveness. William Weiss, president of American technology company, saw that the whole world has become a competitive battlefield, and the global telecommunications industry is playing an important role in the reform. Therefore, he appointed two senior managers who boldly reformed as vice-chairmen and dismissed five senior managers who tended to reform step by step. He widely publicized the crisis that some enterprises lost users because of ignoring product quality and rising staff costs. He wants all employees to know that if technology companies don't always put product quality, production cost and users in a prominent position, the end of the company is coming.

"One minute" management

"One minute" management Many western enterprises have adopted the "one minute" management rule and achieved remarkable results. The specific content is: one minute goal, one minute praise and one minute punishment.

The so-called one-minute goal is that everyone in the enterprise clearly records their main goals and responsibilities on a piece of paper. Each goal and its test standard should be clearly expressed in 250 words, and one person can read it in one minute. This is convenient for everyone to clearly understand why and how they do it, and check their work regularly accordingly.

One minute of praise is human resource encouragement. Specifically, managers of enterprises often spend a short time picking out the correct parts of what employees do and praising them. In this way, every employee can know what he has done, work harder and make his behavior develop in a perfect direction.

One-minute punishment means that something should be done well, but it is not done well. Criticize the person concerned in time, point out his mistakes, and then remind him how much you value him. What you are not satisfied with is his work here and now. Only those who have done something wrong can be willing to accept criticism, feel guilty and pay attention to avoid repeating the same mistakes.

The beauty of "one minute" management rule is that it greatly shortens the management process and has immediate effect. One-minute goal, so that each employee can clearly define their job responsibilities and strive to achieve their work goals; One minute of praise can make every employee work harder and improve his behavior; A one-minute punishment can make the wrongdoer willing to accept criticism and urge him to work harder in the future.

"format breakthrough" management

In many management of enterprises, the purpose of innovation is ultimately achieved through the management of personnel. Therefore, all developed enterprises in the world actively implement the reform of personnel management system according to the changes of internal competition situation in order to stimulate the creativity of employees.

In Japanese and Korean enterprises, the "seniority system" has always been adopted in the past, with working years as the promotion level and salary standard. This system meets the requirements of the rapid development of enterprises and provides opportunities for the employment and development of the labor force. Since the 1980s, these developed enterprises have entered a stage of low growth and relative stability, and the "annual salary system" can no longer satisfy employees' desire for promotion, which makes the vitality of enterprise organizations and personnel decline. Since the early 1990s, developed enterprises in Japan and South Korea have begun to reform the personnel system, vigorously promoting the new personnel system of "breaking the format" which determines the promotion and demotion of employees according to their work ability and performance, and achieved remarkable results. The reform of personnel system in the world's big enterprises embodies the full exploitation of human potential, enlivens the organizational structure of enterprises by invigorating the personnel system, pays attention to cultivating and forming the "strongman" mechanism within enterprises, and forms a new atmosphere of competition, hard work, enterprising and pioneering.

"Harmonious" management

"Harmony" Management "Harmony" means that management must emphasize the cooperation between the individual and the whole and create a high degree of harmony between the whole and the individual. In management, European and American enterprises mainly emphasize individual struggle, so that different management can learn from each other harmoniously.

Its specific characteristics are:

(1) has both integrity and individuality. Every member of an enterprise has a sense of mission to the company, and "I am the company" is a resounding slogan in "harmonious" management.

(2) Self-organization. Let subordinates make their own decisions and manage themselves.

(3) volatility. Modern management must implement flexible management strategies to produce progress and innovation in fluctuations.

(4) Complement each other. It is necessary to encourage different viewpoints and practices to complement each other and turn the shortcomings in one situation into advantages in another.

(5) Individual dispersion and overall coordination. Units, groups and individuals in an organization are all individuals in the whole. Individuals are scattered and original, and form an overall image through coordination.

(6) rhythm. A harmonious and energetic atmosphere between enterprises and individuals can stimulate people's internal drive and pride.

"Walking" management

"Walking" management is a popular innovative management method in the world, which mainly refers to the fact that enterprise executives observe public opinion, know the truth, get along with subordinates and create achievements together. This management method has shown its advantages, such as:

(l) Capable mobile subordinates follow suit. Toshifu, honorary president of the Japan Federation of Economic Organizations, took the lead and became a famous Japanese entrepreneur in one fell swoop. Before he took over Toshiba Electric Company of Japan, Toshiba no longer enjoyed the reputation of "cradle of electrical industry" and its production went from bad to worse. After Mr. Shi Guangfu took office, he toured the factory every day, visited Toshiba's factories and enterprises in Japan, had dinner with employees and talked a lot. In the morning, he always arrives half an hour earlier than others, stands at the gate of the factory, greets the workers and takes the lead in demonstrating. Employees are infected by this atmosphere, which promotes mutual communication and boosts morale. Soon, Toshiba's production returned to normal and made great progress.

(2) The investment is small and the income is large. Walking management does not need much capital and technology, which may improve the productivity of enterprises.

(3) Visual management. In other words, the top supervisor can go to the production line, meet and talk with the workers, and hope that the employees can give him advice, get to know him and even argue with him.

(4) On-site management. Why does Japan have world-class productivity? Some people think it is based on site management. The supervisor goes to the scene non-stop every day, and the subordinates have to lay down their lives to accompany the gentleman!

(5) "Those who win the hearts of the people will prosper". A good business leader should often go to the employees on the floors below him to observe public opinion, know the truth, and listen to "mistakes" more than "good". We should not only care about the work of employees, but also care about their food, clothing, housing and transportation. In this way, employees feel that the supervisor attaches importance to themselves and naturally works hard. With the support and efforts of employees, an enterprise will naturally flourish.

Ray kroc, the founder of McDonald's fast food restaurant in America, is one of the most influential entrepreneurs in America. He doesn't like sitting in the office all day. He spends most of his time "walking" in management, that is, walking, watching, listening and asking questions in subordinate companies and departments. The company once faced a crisis of serious losses, and Crocker found that one of the important reasons was that the managers of various functional departments of the company were prominent in bureaucracy, accustomed to lying in comfortable chairs and bossing around and spending a lot of precious time smoking and chatting. So Crocker came up with a "coup" and asked all the managers to move the backs of chairs, and the managers had to do it. At first, many people called Crocker crazy. Soon, everyone realized his "painstaking efforts" and went out of the office one after another to carry out "walking" management, so as to keep abreast of the situation and solve problems on the spot. Finally, the company turned losses into profits, which effectively promoted the survival and development of the company.