Human Resources Management Reform Of State-owned Enterprises

Based on the enterprise theories and human resource administration, this thesis tries to analyze the present human resource administration system and other related enterprise systems in state-owned enterprises. The thesis consists of three parts: part one-history and present situation of the human resource system in state-owned enterprises; part two-innovation of the human resource system in state-owned enterprises; part three-concrete measures of the innovation: to establish a market-oriented human resource system. Reality derives from tradition. Part one starts from analyzing traditional Chinese culture. It holds that the present state-owned enterprise system is greatly influenced by it. Traditional Chinese culture attaches high importance to functionary, whereas belittle commerce, which goes far from entrepreneur spirit. Consequently, property of state-owned enterprises are highly restricted and hard to circulate, like divided empires in ancient times. Personnels become prisoners under the present functionary system. There is no difference between the human resource administration system in enterprises and that in government organizations, which resulted in vagueness on rights and duty; weak supervision; null inspiration and irresistible idleness. Thus, part one concludes enterprise system is essential to economic performance. It is a must to carry out system innovation. Part two-innovation of the human resource system in state-owned enterprises. The thesis holds that enterprise innovation should start from establishing multi-element stock structure, gradually reducing the part of state-owned stock until the state only plays the role of shareholder but not the holding organization. On the basis of the multi-element stock structure, company law should be seriously carried out- the board, the manager, etc should fullfil its respective responsibility. Work on human resources should be based on marketing. Personnels must be singled out by real competition but not assignment. Performance evaluation should be standardized and enhanced. The evaluation must be based on amount but not subjective judgement. Work on human resource development need to be creative. Part three-concrete measures of the innovation: to establish a market-oriented human resource system. The thesis presents the concrete measures mainly from the following three aspects: personnel selection; performance evaluation and personnel development.