Relationship Between The Strategic Human Capital And Organization Performance

SHC is a new research field crossed two theories of the HC and Strategic management. SHC not only has the basic characteristic of human capital, such as value, rarity, so called common, also march with special firm development strategy, for instance, hard to be replaced, imitated and duplicated, so called specialty. SHC research the employees'viewpoint. First, regarding them as material, which belongs to original capital, reachers lift the resources management upon to the capital management to explore the value production mechanism.Second, SHC force on the self-qualities which owed by individual, such as education background and job experience. Last, agreeing with different development of firms, SHC are researched how to bring super-profit and sustained competitive advantageous. Owing to the support from government's support, the keystone of state-own and state-control share enterprises reformation are to develop market, innovate new way and dig potential.It is realistic significant that research whether state-own SHC effect enhance role to performance, whether rearrangement and reformation of human capital will bring super-profit and sustain market competitive advantageous. This article attempts to explore mechanism of SHC acting on performance represented by market, financial and human resource performance through theoretic and empiric analysis. Especially, the main content of exiting documentary are foreign data, this paper is hope to fill up a blank in term of socialism. Meaning while, the paper adopt state-step of architectural industry in China, meet to special industry researching requirement.First, summing up the researching situation about domestic and foreign.Second, posing SHC in stated-architectures industry, and analysis exiting problems.Thirdly, explaining and stating the mechanism of SHC and performance.Forthly, suggesting standard of setting SHC in state- architectures industry.Fifthly, posing relative management dealing.