With the maturity and deepening of modern global management theory, China is also undergoing a transformation from closed and extensive management of planned economy to open and intensive management of market economy. In the process of getting rid of the shackles of traditional ideas and attracting advanced management ideas, due to the role of inertial thinking and various constraints, it is inevitable to form misunderstandings.

The concept of "1. 1" is backward, and the understanding of human resources is not in place. Any management thought is rooted in a certain social and cultural soil. China's special social and cultural background has created the inherent unequal position between the manager and the managed, and formed a leading and dominated leadership style in practical work. At the same time, the traditional concept of "Kamiuchi is stupid" also exerts a subtle influence on managers' decision-making and thinking, and becomes a chronic disease in management. At work, it shows that it prefers highly centralized management and ignores people's real feelings and needs; The implementation of "one size fits all" management in income distribution, without paying attention to the incentive function of salary system, seriously restricts the potential of human resources.

The theory of 1.2 lags behind and lacks the foundation of humanistic management. Although many enterprises have begun to realize the importance of talents in economic development and consciously strengthen "people-oriented" management, the personnel and labor management system has hindered the flow of talents. Therefore, it is unrealistic to optimize the talent combination in society and truly "people-oriented". After the Second World War, in order to adapt to the rapid development of productive forces, schools represented by "behavioral science", "management science" and "decision theory" gradually appeared in western industrial countries, and developed into mature modern management theories. China has formed a complex social and cultural background for a long time, and the formation of China's characteristic management theory is destined to be a long-term and gradual exploration process.

1.3 Low utilization rate of human resources and insufficient understanding of human resources management. Many enterprises only pay attention to academic qualifications and ignore people's quality and practical ability when employing people. Many people have accumulated rich practical experience and strong working ability in practice, but for various reasons they don't have academic qualifications and diplomas, so they can't be promoted and reused. Some enterprises select talents on the condition of academic qualifications, and the requirement is that they must be masters or doctors. As a result, many doctors and masters were recruited, but the actual effect was not necessarily good. Some are useless, others are overqualified, resulting in a waste of talents. Some enterprises only pay attention to the technical level and hard-won ability, but ignore the moral cultivation of talents, which leads some so-called "talents" with ulterior motives to take up important positions or even leadership positions, resulting in confusion in enterprise management and economic losses.

There are problems in the mechanism of 1.4, which leads to the waste of human resources in management. Due to the lack of scientific assessment mechanism, people's interests and subjective needs are ignored, which seriously affects the enthusiasm of employees, especially outstanding talents, inhibits the potential of human resources and forms a serious waste of resources. There is a lack of scientific performance appraisal mechanism in employing people, and the value of talents is often determined by the "impression score" of managers. Due to the differences of different managers' experiences, abilities and talents, it is inevitable that the tightness will vary from person to person in the specific operation, and it is difficult to reflect the principle of objective, fair and just selection; There is a lack of income distribution mechanism linked to performance appraisal in income distribution. The egalitarian tendency in income distribution is still very serious, which actually ignores the exertion of people's subjective initiative and its contribution to work; Being eager for quick success and instant benefit in the process of talent training cannot provide impetus for enterprises to achieve sustainable development.

1.5 The quality of human resource managers is not high. Modern human resource management is both a technology and a science. The progress of management methods and means, and the continuous enrichment and deepening of management content all require managers to receive continuous education to improve management level. At present, the common problem of human resource managers is lack of initiative and creativity; The vision of observing things is not wide and the idea is not good; Not wide in knowledge and low in education. Western economics has regarded the quality of managers as the fourth factor of production, so we must attach importance to this issue. 2 to improve the level of human resources management should take countermeasures

2. 1 Further establish the people-oriented management thought. Modern management concept advocates the management principle of "people-oriented", and the key of "people-oriented" lies in respecting talents. As a basic principle, "people-oriented" is an objective need for the survival and development of enterprises, and its core idea is to regard human resources as the most important resources of enterprises. Enterprises should build a platform and create a good environment, which is conducive to the cultivation and improvement of employees' knowledge, ability, technology, good emotional intelligence and IQ. At present, the phenomenon of brain drain continues to occur in many domestic enterprises, mainly because it violates the principle of "people-oriented". Enterprises must have strong competitiveness if they want to achieve sustainable development. If you want to have higher productivity than your competitors, occupy the market with better products, faster information resources and technology, and constantly explore the space for the survival and development of enterprises, you need to rely on talents to achieve it. "People-oriented" is the first principle of human resource management.

2.2 Establish a flexible salary system for human resources to promote the development of human resources, establish a modern salary management concept, and change from the traditional distribution system to modern salary management as soon as possible. The incentive and retention mechanism of modern strategic human resource management relies on the incentive-oriented salary strategy to attract outstanding talents. Its characteristics are as follows: first, the quantity and quality of human capital owned by individuals determine their starting point, income and employment direction; Second, there will be a significant gap between the knowledge of maintaining the core competitiveness of enterprises and the salaries of management employees and other employees; Third, pay according to the individual's ability, skills and performance, not according to the position. Specific measures: First, introduce modern enterprise management system, and encourage managers and technicians to invest in shares or their own human capital in the form of equity and options to share the growth of enterprises. The second is to distribute according to work, efficiency and capital, and formulate a flexible salary system that conforms to enterprises.

2.3 Strengthening the training and development of human resources is an important means for enterprises to obtain high-quality human resources. Human resource is the resource with the greatest value-added potential and the most investment value among all resources of an enterprise, and employee training is a strategic investment with the least risk and the greatest benefit among all investments of an enterprise. From the perspective of employees, after solving the problem of food and clothing, work becomes a continuous learning process and an investment to enhance its own value. Employees not only pay attention to the quality of work, but also pay more attention to learning new knowledge and technology from work and realizing the value-added of human resources. After training, the enterprise has made great progress due to the improvement of employees' skills, and employees have also benefited from the development of the enterprise and their own efforts. Employees and enterprises not only share the training costs, but also share the benefits of training, which means that both enterprises and employees have the motivation to continue cooperation. At the same time, because employees get vocational training, especially special vocational training, their value outside the enterprise is lower than that inside the enterprise, and they will inevitably choose to be closely linked with the fate of the enterprise.

2.4 Do a good job design and career development planning When employees' needs develop to a high level, their work enthusiasm mainly comes from factors related to the work itself, and the pursuit of higher-level needs becomes the driving force of behavior. In the residential society with diversified values, people have reason to have more requirements for jobs that occupy an important position in their lives. Managers must fully consider people's internal needs when designing their work, so that people can make the best use of their talents, and it is best to give full play to the potential of human resources In the process of overall planning of human resources, on the one hand, we should combine the diversified needs of employees, design and improve the employee ladder, provide more personal career development opportunities, let employees see hope, define long-term goals, and establish the belief of lifelong struggle for organizational development; On the other hand, actively encourage and guide employees to design personal career, give full play to employees' subjective initiative, unify personal goals with organizational goals, realize that personal career and organizational development complement each other, and provide eternal motivation for human resources development.

2.5 Creative construction of corporate culture, human resource management, and promote enterprise development. Modern human resource management shoulders the task of corporate culture construction, and employee recruitment embodies the concept of employing people and talents in enterprises; Staff training itself contains the enterprise mission, business philosophy and business philosophy; The assessment and incentive mechanism can affect the IQ and EQ level of employees and form the same values of employees. Different corporate cultures have different standards for employees. Corporate culture is a very individual group culture, and a good corporate culture has a strong cohesive function. An enterprise that attaches great importance to the construction of corporate culture can really touch the hearts of employees and work faithfully for the company when it can really produce * * * sound in their hearts. Managers must know that employees need not only material incentives, but also spiritual incentives. Once human resource management is integrated into a good corporate culture, it will certainly bring higher efficiency to enterprises. The level of human resource management has become a new topic of economic development, which is directly related to the improvement of enterprise management level and economic benefits, and to the smooth implementation of China's sustainable development strategy. Of course, the professional quality of human resource managers cannot be achieved overnight. No matter in theory or in practice, we still have many problems to study and many difficulties to overcome, but through unremitting efforts, China's human resources development will surely develop rapidly.

References:

Li Xiaofang. On the position and application of human resource management in enterprise management [J]. Heilongjiang Science and Technology Information.2009.4

[2] Li Changqing. The present situation and reform of human resource management in small and medium-sized enterprises in China [J]. Science and technology information, 2007. 1 1.

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