Small And Medium-sized Enterprise Special Human Capital Accumulation Mechanism Research

The 21st century is not only an era of knowledge economy, but also an era ofthe competition, competition in the final analysis is the talent competition. Nowdays,the Phenomenon of "low human capital stock and the outflow of high talent" in smalland medium enterprises is seriously. This paper aims at discuss how to accumulate theSpecial human capital to avoid the SMES becomes the talent training base of largeenterprises. Strengthens to the special human capital training is of great significanceto promote China’s economic development and enhance the market competitiveness ofSMEs, but also expand on the existing human capital management innovation.This paper use the current status of minor enterprise as the starting point, whichtakes relevant theory as a basis to the minor enterprise human capital accumulation toconduct a comprehensive study, the main contents include the following aspects: thefirst part, under the background of the minor enterprise low human capital stock andhigh human capital flow, this paper puts forward the research question, explaining thenecessity and the significance of the research, arranging the existed literatures,making the brief comments, determining for the purpose of this study, and elaboratingthe research methods, finally summing several points of innovation; base on the pastminor enterprise and the special human capital, the paper gives a new interpretation ofthe concept, analysis special human capital structure and function and the relatedtheories; The third part, analysis the minor enterprise special human capitalaccumulation method and accumulation mechanism, people find that enterpriseshave special human capital accumulation problems. Then according to those problems,this paper gives some proposals, seeking stability and feasible path of minorenterprises human capital.In this paper, the main conclusions as following: comparing to the largeenterprises, minor enterprises take relatively weak enterprise resources in the marketcompetition and relatively easy to lose resources; Special human capital refers to theenterprises which hold relatively stable resources, which contain enterpriseemployees’knowledge and skills; Individual effort and ability are constituted anindividual human capital, but organization of special human capital is organized byforce; special education training," dry middle school" and business impact are primarypath of minor enterprises’special human capital accumulation; In the minorenterprises special human capital accumulation, it exist unreasonable problems of staff training power shortage and training mode, therefore, minor enterprises wantto realize special human capital accumulation, they must build good corporate trainingmechanism, establish good incentive mechanism of enterprises, promote theenterprise employee "dry middle school" initiative, establish a good businessenvironment, and expand development space of enterprise employees.The main conclusions of this paper is as following: SMEs are relatively weakcompetitiveness in the market of resources for large enterprises enterprises, and theresources are relatively easy outflow of business; specific human capital is anenterprise and held by utilizing the relatively stable and embedded in the body ofknowledge and skills of employees; individual effort and the ability of the individual’sspecific human capital and organization specific human capital is the organizationwork together to constitute; vocational education and training, "learning by doing"and the business impact of special small and medium-sized enterprises human capitalaccumulation in the primary path; unreasonable lack of motivation and trainingmethods for staff training for the SME specific human capital accumulation thatSMEs to achieve specific human capital accumulation to build a good corporate jobtraining mechanism, the second is to establish a good corporate Incentive Mechanism,"learning by doing" actively promote employees, is to establish a good corporateenvironment, expanding the space for development of employees.