A Study On The Human Resources Diagnosis And Countermeasure In L Company

Now in the 21st century, human society has entered into an era of knowledge economy. The focus of competition among enterprises is transferring from on financial, technical and other traditional resources to on human resources. More and more knowledge-based enterprises are rising here and there .These companies are usually small in size,however, they are generally having high quality staff. This kind of people works not only for meeting the basic needs of clothing, food,etc, but also for achieving their personal values as well as being managed by high level leadership, if must be . When their expectations are not met in the enterprise,they may have grievances and choose quit or work without enthusiasm and muddle along. How to retain and motivate talented people through effective human resources management, is a big problem in front of human resources management researchers and practitioners.L Company in S province is such a high-quality staff-intensive, knowledge-based small and medium-sized enterprise. Through scientific analysis of human resources management survey we find that its staff have poor sense of self-realization, its performance appraisal is divorced from bonuses, its salary system is lack of internal equity,etc.Therefore its employee satisfaction is not high. In this paper, by integrating the organizational behavior theory, strategic management theory and modern human resources management theory, the author puts forward some solutions to improve the satisfaction of the high-quality staff and foster their loyalty to the enterprise , combined with the problems occurred in L company in the course of development, which includes :(1)Implementation of an human resources plan, to plan the human resources management at the strategic level ,following the company's development needs; (2)Perfecting the training development system ,to try to improve the lack of pertinence, practicability and effectiveness in the training work. (3) Building up an effective performance appraisal system. Starting from the actual situation combined with the value of post positions in the company, the author tries to set out performance evaluation indicators in L Company, and makes recommendations for the use of performance appraisal results, with a view to establishing a promoted or demoted dynamic assessment mechanism. This thesis also makes an effort in finding out ways of improving the incentive mechanism and creating a supportive soft environment according to the problems in the company. In this way, the author wishes to provide some inspiration on how to make success human resources management in high-quality staff-intensive, knowledge-based small and medium-sized enterprises.