Human Resources Management In Shanxi Yulong Coking Group Corporation

Small and medium-sized family enterprises have been continuously playing an more and more important role on promoting reform and alleviating the pressure caused by unemployment in our country's economic development. Because of the short-term development of the market economy in Gujiao city, Shanxi provinc, more than half of the small and medium-sized enterprises exist by the family form. As a private enterprise which occupies a pivotal position to the local economy, Shanxi Yulong Coking Group Corporation is also a family enterprise. It practised family management inside. By the analysis of the management situation after affirmming the applicability of patriarchal management, we should, and has already seen many defects due to the histrical issues and small and medium-sized enterprises' own characteristic. It also has many shortcomings in choosing the right person for the job and mechanism of management, which is fatal for the small and medium-sized enterprises. Subsequently, it has hindered the paces of development of small and medium-sized enterprises seriously. This text is one that proceed the reasons of slow development of small and medium-sized enterprises from the human resources management in Shanxi Yulong Coking Group Corporation, it mainly has the following several points: First, enterprise's fund is limited, hard to attract talents; Second, enterprise other resource limited and there is no appeal in enterprise itself; Third, the personality glamour of enterprise's main leader is not enough to make talents serve it; Fourth, it is difficult to promote talented people because of imperfect idea of making use of personnel; The fifth, it can't keep talents on the management system.Concerned the above reasons, I put forward the following solutions: First, programming enterprise's long-range plan; Second, paying attention to the corporation culture; Third, setting up correct talent's view; Fourth, taking the incentive measures; The fifth, offering enough trust; The sixth, taking notice to communicating; The seventh, designing the rational division of labor; The eighth, paying attention to the training of the staff; The ninth, creating the harmonious environment; The tenth, strengthing leader's personal glamour.