| Thirty years of reforming and opening up. China’s economy gets hitherto unknown development, the development of private enterprises attract more people’s attention, appeared many well-known private enterprises with exciting development foreground such as Huawei Company, Suning Corperation, and Youngor Corporation etc. The rapid development of civilian battalion economy, makes it become the important forces in revitalization of the regional economy, promoting market prosperity and social stability. Along with the coming of knowledge economy, human resources become the first resources of the enterprise. In recent years, more and more private enterprises face challenges in human resources management. Under the condition of knowledge economy, the traditional human resource management model is difficult to adapt to the requirement of human resource management. Some problems become more serious, for example, enterprise inadequate incentives, employee turnover rate is exorbitant. How to choose the fit model of human resources management to adapt to the management of the human resource of the enterprise development with civilian battalion enterprise, to the greatest extent to stimulate the enthusiasm of the staff work, their creative potential, which have become a realistic problem for private enterprises, yet it’s also the core of sustainable development problem.First, in this paper, based on the reviewing of the relevant theory and documents of human resource management, auther interpretates the concept of the private enterprises, human resources management mode as well as their research results at home and abroad. Human resource management models are usually divided into the traditional model of personnel management and strategic human resources management mode.This article focuses on the strategic human resource management mode. The remarkable characteristic of strategic human resources management mode is that the strategy, humanistic management and scientific methods. In China, under the planned economy system, the long-standing traditional personnel management mode and its idea is ingrained, according to the path dependence theory, the tangible and intangible existence of matter-centered personnel management certainly will influence the existence and development of strategic human resources management in private enterprise. Plus, the human resource market of our country is underdeveloped, and the restriction of the condition of the private enterprise and financing difficulty problem, In China, private enterprises exist common phenomenons of recruiting difficult, with only the efficiency is low and the high turnover rate of employees.Secondly, collecting and collating the information of typical private enterprise RJDZ company through interviews, questionnaire survey method, reveals the present situation of traditional model of personnel management, and shows clearly the characteristics and the limitation of the traditional model of personnel management. The traditional personnel management mode of private enterprises of our country has three main characteristics:1. it only belongs to executive layer in the management level, rarely participates in decision-making;2. it is short-term in the management strategy, and lack of long-term vision;3. it is matter-centered in the management content, ignoring the initiative, creativity of human resource. The above characteristics of traditional personnel management model directly cause the human resources management of the enterprise can not adapt to the enterprise’s needs of rapid expansion and intense market competition, also does not favor the staff to enhance the quality and development potential, more cannot guarantee the stabilization and high efficiency of key personnel.Again, this article conducts in-depth explanation of transformation of the human resource management model of the private enterprises of China from perspective of the target, path and task, which based on documentation resarch of human resources management of the private enterprises of China and case studies of the status of RJDZ company, and made the theory of strategic human resources management as a guide, based on research results of human resources management of the private enterprises from the Chinese and foreign scholars. Because the traditional model of personnel management has been widely used in our country, as well as the effects of path dependence in the process of reform, which determined that the target is ambitious, the path twists and turns, the task is difficult for mode transformation of human resources management of private enterprise of our country. According to the problems of the human resource management mode transition of human resource management of RJDZ company, put forward the counter-measure and suggestion. In the construction of human resources management mode, we need to transformat from the company affairs management to strategic management; strengthen the building of enterprise culture, building corporate vision; implement people-oriented management, pay attention to staff’s personal growth and development; improve the recruitment, performance, salary management system; to strengthen staff training etc. to enhance and improve the human resource management level, gained the goal of improving the core competitiveness of enterprises.Finally, on the basis of summing up of research conclusion, put forward policy recommendations, including continue to advance perfecting of the unemployed safeguard measure and eenterprise-exited mechanism; vigorously promote perfecting labor insurance legal system, normalize labor dispute mediation and arbitration procedures, strict law enforcement; further improve the national occupation qualification examination system, cultivate a large number of human resources management division, progressively realize qualification certificate system; actively organize various forms of human resource professional research, develop human resources management theory research and in-depth practice investigation and analysis. |
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