| In recent years the Chinese tobacco sector in general has been restructured, and the merging and acquisition in the tobacco industry of Shaanxi Province in particular has accelerated. Accordingly, the Shaanxi General Cigarette Factory Hanzhong Branch, originally the second largest independent cigarette dealer within the province in terms of productivity and sales, has turned into the second largest tobacco industrial enterprise of its kind under the centralized leadership of the Shaanxi General Cigarette Factory as a legal person. With the transformation from a legal person chiefly characterized by profit-centered production and management into a non-legal person featuring cost control-centered production and management, the functions of the factory have changed dramatically. In addition, with the technological transformation in the factory during the Eleventh Five-Year Plan (2006-2010) set in motion, the production equipment and supporting facilities need to be upgraded. The relative financial well-being of the management staff and the need for a host of skilled workers also make greater demands on the optimization of the enterprise human resources. In response to the change, the training of existing human resources has been rated high on the agenda.In the context of economic globalization in the world today, human resources management has become a strategic focus in business management and training in turn a strategic focus in human resources management. With reference to the theory of human resources management and training and the method of administrative behavior analysis, this paper gives an overview of the development of the theory of human resources management and highlights the important role of training in human resources. The paper then briefly introduces the factory and examines its internal and external environment with special focus on the status of the factory human resources and its training system by means of statistical analysis and survey. In view of the factory influence during the institutional reform on the allocation of human resources and the demand for proper allocation in the wake of the technological transformation, this paper brings to light the main problems with the current training system of the factory as follows: (1) the factory fails to make a valid analysis of the demand for training and establish the necessity for training; (2) the factory lacks a clear objective against which the effect of training can be reliably measured; (3) the training plan isn't detailed and practical; (4) the training implementation plan isn't thoughtful; (5) the training system, devoid of specific designs for the transformation of training achievements, cannot guarantee the immediate applicability of training; (6) the factory lacks a complete scheme for the assessment of training effect, particularly the change in performance. In light of the finding, this paper systematically redesigns the current training system in terms of needs analysis, target setting, plan formulation, training implementation, achievement transformation, and effect assessment. Finally, on the basis of a case study of the factory, this paper reflects on the design of human resources training system for State-owned enterprises as a whole and underscores the following points in this process: (1) the training should be profitably geared to the career path of employees for the maximization of the common interests of the employer and employees; (2) the training should be relevant to industrial practices and immediately applicable; (3) the training should be tailored to the specific needs of an individual employee as well as the overall interest of the staff; (4) the training should be integrated with the allocation of enterprise human resources.This paper is on the whole instrumental in the training of enterprise human resources in the tobacco industry in particular, and in the design of the human resources training system by the State-owned enterprises in general. |
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