Abercrombie,From experience to System Private Ente

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From experience to System: Private Enterprise Development Model of Human Resource Management

Abstract: China's private enterprises and companies need to change the strategic environment, the need for timely changes in the development of human resources management; company founder's personal philosophy updates for changes in human resource management is extremely important; Chinese private enterprise human resource management Change can not happen overnight, undergoes empirical stage, empirical phase coexistence with the regime type, institutional strengthening and consolidation phase.
Key words: private enterprise; human resources management; business change in recent years,[link widoczny dla zalogowanych], private enterprises in China has always been an emerging topic. With the number of private enterprises in the rapid growth of its position in the national economy has become more prominent. The past 20 years, the rapid development of Chinese private enterprises to China's rapid economic growth has a decisive role (Ahlstrom & Bruton, Lui, 2000). Private Enterprises in China's national economy the most dynamic part of the large number of large-scale, in the pattern of the entire national economy plays an important role. State Statistical Bureau 2000 statistics: private enterprises contributed to the GDP, more than 50%, the number to reach two million, absorbing two thousand people were employed, the registered capital of 10 000 billion (Hou Yi, 2003). However, the recent growing trend of economic globalization, the knowledge factors on economic development gradually increased, the external environment of private enterprises compared with the early start has been very different, the competition between enterprises in a higher level of management platform, which makes the management of private enterprises are confronted with serious challenges. Although private enterprises in China has grown in strength,[link widoczny dla zalogowanych], but low levels of the development of private enterprises is not long life expectancy, in 2005 China registered 150,000 new private enterprises, private enterprises also have 10 million bankruptcy or insolvency, the average Chinese private enterprises life expectancy was only 2.9 years ① . The reason, which is inadequate management of human resources of private enterprises is closely related to (Zhou Pengfei, Corning, 2005). One, private enterprise human resource management the urgency of change in the business of private enterprises are mostly in demand during a shortage in the economy, mainly due to a rare historical development opportunities and flexible management system, business management factors need to emphasize the beginning in a relatively short period of time to be able to achieve rapid development. This not only reinforces some of the blind confidence of private enterprises, but also to improve the management of these companies do not give enough attention to the problem, resulting in delay of management. Some early development of private enterprises due to the rapid pace of development the blind pursuit of business and ignore the management of planted hidden behind, eventually leading to the decline of the enterprises. Increasing global competition, China's reform and opening up, the constant increase in human resources between private enterprises in an increasingly competitive. Especially with the development of market economy, the increasing shortage of professionals, private enterprises larger flow of human resources, the frequency is also higher, and more intense competition for talent (Xu Ming, 2005). Development and expansion of private enterprises, must develop and improve their human resource management practices (Hornsby & Kuratko, 1990). Private enterprises to do bigger and stronger, it is necessary to strengthen human resources management, the establishment of a high-quality talent team, only in this way to improve their core competitiveness round, so that enterprises in the fierce market competition in an invincible position (Xu Ming, 2005). Real competition among modern enterprises is a talent competition, private enterprises in the fierce competition, whether in an invincible position,[link widoczny dla zalogowanych], a very important aspect is whether to implement the scientific and rational enterprise human resource management. Scientific and rational management of human resources first in the overall management mode. Therefore, the establishment of a scientific human resource management model is the most important issue of human resources management. A growing enterprise must be based on the constant expansion of business organization and management of a new environment in which the early lead in the gap before the change of a new management, and targeted way to cross this gap (Xu Shaochun, 2005). Growing evidence that companies can not effectively change human resource management is the ultimate failure of these enterprises decisive reasons (Baron, 2003). Effective human resource management is the key issue facing small and medium enterprises (Deshpande & Golhar, 1994; Hornsby & Kuratko, 1990). Once set up the new company plans or ideas, must consider the organizational structure and human resource management system development and evolution, these issues must be financial, technical and corporate growth issues to be considered as the same time (Baron & Hannan, 2002). Private enterprises,[link widoczny dla zalogowanych], especially small and medium private enterprises the early development of human resources development policy-making will affect the future course of business success, human resources management and the choice will be evolving in different stages of organizational development change (Cardon & Stevens, 2004 .) Sparrow and Hiltrop (1994) pointed out that contemporary organizational change process is based on the organization's human resource management changes in certain key variables. Appropriate human resource management policies can directly affect the organization's performance (Beatty & Schneider, 1997; Guest, 1997). Human resources management for the future success of the enterprise performance and willing to play a decisive role has become a consensus. Chinese private enterprises must be based on the constant expansion of business organization and management which the new environment, make timely changes in human resource management for future strategies to achieve sustainable development and human resources support. Second, the current mainstream of private enterprises in human resource management model and its basic features Human Resource Management refers to the organization of social relations in the management of staff (Pichault & Schoenaers, 2003). Currently, many Chinese private enterprises management strategy is based on maintaining the status quo. Market environment has changed, the organization expanded in size, companies are still holding the past management practices and approach to human resource management issues are now in management mode is not yet complete from personal experience led to the institutionalization of family management scientific management paradigm shift. Business management of private enterprises is more of interpersonal rather than rely on a system to maintain the personalized management (HNA Zheng, Dong-Mei Wu, 2002). Most of private enterprises in China's human resources management or adhere to the traditional, experience of personnel management. The operating mode with centralized management rather obvious color family, their leadership style and values, showing a In the experiential, authoritarian model of human resource management, the lack of institutionalized corporate standards, staff management, evaluation, promotion and pay the owner directly dependent on the goodwill of enlightened ideas. Direct intervention in the boss's personal life, employees, staff time and freedom to rest there is no difference (Hornsby & Kuratko, 1990). Experience in human resource management model characterized mainly as: 1. Unclear functions of the organization, lack of employee authorization. Management, lack of qualified personnel, over-reliance on the company Not enough internal cohesion, neglect of human resources development and management; structural level confusion, unclear functions; lack of authority, separation of powers and oversight. Unclear as functions of the organization,[link widoczny dla zalogowanych], managers do not have the rights and obligations, leading groups, senior management is difficult to give full play to the enthusiasm, initiative and creativity. 2. A high degree of centralized management. Private enterprises in almost all human rights and financial power are concentrated in the business Recruitment, pay, promotion, dismissal and other personnel powers are The financial sector mainly through the centralization of the approval of detailed budget to achieve corporate cost control. The following senior management is almost no financial authority. In the early growth of private enterprise, this management model has played a very high efficiency, but with the rapid expansion of enterprises, this centralized model is not suited to the objective needs of enterprise development. 3. Experience of fast decision-making. Compared with some state-owned enterprises, private enterprises in the decision-making mechanism is full efficiency. As the decision-making centralized organization and policy coherence with the advantages of fast, so most of the private enterprises keen to feel and grasp market opportunities and the rapid growth of the enterprise. However, with the enterprise development that this kind of experience to manage the model no longer meet market competition. In addition, because the management team of management experts, the lack of talent, making the system of corporate governance measures and management reflects the strong personal subjectivity and arbitrariness. 4. Staff lack of cohesion and sense of belonging. Cost control for private enterprises to consider, too much emphasis in the recruitment process of staff availability. Although the personal qualities of employees high, but the lack of staff training and career management system. In addition, most private enterprises internal promotion mechanisms, incentives are more single, the lack of objective and fair evaluation criteria and evaluation system, lack of corporate culture and systems to match the spirit of the incentives, the lack of a scientific and systematic human resources management system , a general lack of staff cohesion, no sense of belonging to the enterprise. High staff turnover, making the company personnel are not required for the future development of the fundamental guarantee, which to some extent, affected the normal operation. Above question is authoritarian management of human resources reflects the fundamental ills. These problems seriously affect normal business operations, and as a constraint to the further development of corporate shackles. Third, the institutionalization of human resources management to promote private enterprise Private enterprises to do bigger and stronger, it is necessary to strengthen human resources management, the establishment of a high-quality talent team. Institutionalization of management which is the core of human resource management and the top priority. Management of human resources management system construction is to promote private enterprise Experience from the original style, authoritarian model of human resource management model to institutionalize change, due to the growth of private enterprises the complexity of the background can not be achieved, there must be a process. Based on the specific situation in China, private enterprise human resource management will exist in quite a long time experience of institutionalized co-exist with the stage, and continue to strengthen through the system, and ultimately the standardization of human resource management. Private enterprise human resource management reform path shown in Figure 1.

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