Human Resource Management Of State-owned Enterprises Under The New Situation, Research

With the arrival of the economic globalization in 21st century, Chinese enterprises and entrepreneurs are facing a challenge of revolutionizing the management system of human talent and human resources (HR). It has been commonly recognized that this revolution needs a paradigm shift from lacking of concern of people to regarding human talent as the most precious resource and most critical capital for enterprises to survive and be successful in the fiercely competitive global market. In this paper, the author analyzes in detail the issues of talent out-flowing from the state-owned enterprises, using a traditional state-owned enterprise, C Company, as an example, and makes recommendations for enterprises in establishing a HR management system that will retain, attract, and motivate employees. First of all, the author points out that in recent years, as the market economy is deepening in China, the out-flowing of talented employees from Chinese state-owned enterprises to foreign companies has become a more and more serious problem. The consequences of losing talented people are low morality of employee team, loss of company specific knowledge, weakening of the competitive ability, damaging of image, huge transaction cost, and loss of customers. A new HR management system that will retain and motivate people is becoming ever more important for Chinese enterprises.Subsequently, the characteristics of the traditional HR management system in China are discussed and compared with those of current western system. The data collected indicates that the C Company currently has an extremely high people out-flowing rate. The intrinsic and extrinsic factors that have caused the talent out-flow are then examined. The intrinsic factors are mainly feeling of self-actualization, self-achievement, and job satisfaction, while the extrinsic factors mainly are compensation, the prospects of the enterprise, the physical work environment, and career development opportunities.The author further discusses some specific suggestions for the C company on how to reform its current HR management system, including empowering people, holding people accountable, providing training and development opportunities, a fair compensation system, an objective performance evaluation mechanism, a clear job design, and a harmonic organizational culture. The author suggests that reforming the current recruiting, distribution, and motivation system is very essential to the state-owned enterprises in creating a HR system attracting, retaining, and motivating talents. With a focus on "people" and with the proposed key elements integrated into the current HR management system, the author concludes optimistically that the Chinese enterprises will certainly have a very promising and prosperous future.