Comparison And Applied Research Between3P And4P Management Model Of SME Human Resources

Now the market economy system has been initially established, SMEs have become an important part in promoting the rapid development of China's national economy. According to statistics, in2010, in the National Business Register enterprises, SMEs account for99%of its output and of profits about60%and40%respectively. Moreover, SMEs also provide80%of urban employment opportunities, paid by the tax about50%of the total state tax revenue,65%of invention patents in China, more than75percent of technology innovation, new product development for more than80%,completed by small and medium enterprises, small and medium enterprises on behalf of non-public economy the status and role of China in the economic and social development is growing. About50percent of the total state tax revenue,65%of invention patents in China, more than75percent of technology innovation, and more than80%of new product development are completed by SMEs. As the representative of non-public economy, SMEs continuously enhance the status in China's economic and social development. But at the same time, at this stage, because of the weakness of management infrastructure and a long-term lack of awareness on the importance of human resources, many SMEs do not have a sound standardized talent management system for selection, employers or keeping people's, which makes human resource management to be a bottleneck for enterprises from growing to the mature stage.An IT network company which started from RMB20,000, and now to be a private enterprise with nearly a thousand million in assets, is currently in a rapid development period. Due to the excessive development of the company, the existing human resource management model cannot meet the company's urgent need of development. The post system, performance management, salary distribution and other issues of human resources have been seriously restricted the normal development of the company.This paper aims to play a revelation for similar SMEs by studying this IT network company's human resources. And we want to improve the shortages of the enterprises by using the management model in the enterprise, and thus get greater development. We hope that through this study, a further analysis of the major problems in human resource management of SMEs can be make, which helps improving the enterprise management capabilities and the company's core competitiveness.This paper now seeks new ways and methods to adapt to the needs of SME human resource management by analyze the problems of the human resource management in SMEs. In order to establishing the scientific enterprise development concept and making the formation of human general idea of the strategic planning of resources which turning the3P management model system of the "job responsibilities, compensation management and performance management" to4P management mode of "quality management, job management, performance management and compensation management", we especially analyze "bottleneck" problem of an IT network company human resource management from early development experience of the company, the concept of senior management, performance evaluation system, salary and incentive mechanisms. After practice, the4P management mode achieves an initial success in the IT network company. The4P management model is getting into the management standardization, which breaking through the "bottleneck" in human resource management.