Research On The Corporate Incentive Mechanism Of Tibet XX Mine

The Tibetan Autonomous Region government proposed that during the 11th Five-year Plan period, the region would strive to realize frog-leap development economically and socially in alignment with further implementation of the national Go West Development Strategy, whilst also focusing on enhancement of the characteristic and prospects-strong mining endeavor by leveraging its advantageous resources and actively responding to the market demands. As its unique natural environment on the Tibetan Plateau, high altitude in particular, renders it hard for regular people to live or work here on a long-term basis; the people issue has been a critical element impacting the exploitation of mineral resources region-wide. Therefore, this paper herein is dedicated to the core objective of exploring how to utilize relative know-how in human resource administration and motivation methodologies in the particular setting, and coming out with a proper incentive mechanism viable for employment in local mines, thus resolving the people "bottleneck" facing local mining enterprises.As a result, I have chosen the Tibet Yulong Copper Company Limited (hereinafter referred to as Copper) where I worked for several years, as the research object. A major corporation established jointly by the Tibetan region government and the two mining giants in China-Western Mining and Zijin Mining for exploitation of the Copper Mine, Copper is a leading mining enterprise in Tibet, while the Copper Mine is a major mine with its copper reserve ranked in the 1st place in the country. Since its incorporation, Copper has experienced tremendous difficulties in the aspect of people management. Those particular issues in the development and execution of people management system are of representative nature for mining firms located in Tibet. One particular issue for human resource management in these companies is the lack of local candidates for key management and technical positions, people that currently have to be recruited from the inland provinces or sent over by the board. However, because of their discomforts adjusting to the long-term work in the special local environment, turnover is high and creates strong impacts on the usual mining operations. Although firms do follow the government practices such as offering of "high altitude" breaks and payment, those measures have produced little results due to the fundamental difference between commercial entities and government, military or state-owned employers. This paper herein strives to find the particularities and main problems in Copper's incentive policies by comprehensively analyzing and evaluating its current people management conditions, thus identifying the HR incentive plan for exploitation and development efforts of Copper. With a motivation proposal oriented to the design of payment, leave and work systems, and focused on a long-term mechanism to retain people, this paper would help Copper obtain, retain people and enable its staff to work and live satisfied. Hopefully, the resulted motivation proposal would contribute positively to the development and healthy growth of the company and other miners in the region. In order to ensure its practicality, I have developed backup measures for execution of the proposal which are based on the particular natural, social and political contexts of Tibetan Plateau. Results of this paper will play a positive role for Copper to improve its competitive edge, employee loyalty and morality, and therefore, serve the goal of establishing a Century Copper.