论中小企业的人力资源管理

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XCLW163686 论中小企业的人力资源管理

中小企业及在经济发展中的作用···································4

中小企业在人力资源管理上的误区··································5

把“人力资源管理”等同于“人事管理”·····························5

沿袭“家族式管理”而不选择“职业经理人管理”·····················5

建立了“现代企业制度”就是“现代企业”···························6

“高薪留人”和“事业留人”的平衡点把握不够准确···················6

“为企业打工”还是“彼此利益共享”·······························6

把人力资源当作“成本”·········································7

企业不愿意自己培养人才·······································7

对人力资源管理专业人才重视度不够·····························7

三、中小企业在人力资源管理上存在误区的原因·························8

（一）受企业的资金实力限制··········································8

（二）企业资源、所在行业吸引力不足···································8

（三）企业主的人格魅力不够········································9

（四）用人观念滞后 ·····················································9

（五）缺乏科学的用人机制·················································9

四、中小企业应该如何进行人力资源的管理·························10

、设立切合实际的远景目标·····································10

注重企业文化建设············································11

建立正确的人才观············································11

采取适当的激励措施··········································11

给予足够的信任··············································12

注重有效沟通················································13

重视员工培训················································13

创造和谐的工作环境··········································13

提高领导者的个人魅力········································14

五、总结····························································14

六、参考文献·······················································15

内容摘要

改革开放以来，随着我国经济的不断发展，我国企业结构已从国有企业和集体企业为主发展成为私营中小企业数量占据绝对多数。中小企业在我国经济发展，尤其是对改革推动和缓解就业压力方面发挥着越来越重要的作用。但是我们也看到，由于历史的原因和中小企业本身的特点，在用人观念和管理机制方面存在着很多缺陷，它严重阻碍了中小企业发展的步伐。本文就是从中小企业在人力资源方面来分析中小企业发展缓慢的原因，其原因主要有以下几点：第一，受企业的资金实力限制，难以吸引高素质人才；第二，企业资源、所在行业吸引力不足；第三，企业主的人格魅力不够；第四，用人观念滞后；第五，缺乏科学的用人机制。

为此，我们提出以下的解决方法：第一，设立切合实际的远景目标；第二，注重企业文化建设；第三，建立正确的人才观；第四，采取适当的激励措施；第五，给予足够的信任；第六，注重有效沟通；第七，注重对员工的培训；第八，创造和谐的工作环境；第九，展现领导者的个人魅力。

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