Study On The Human Resource Management System Of Urban Bus Company

Economy of Shenzhen, which is the mark of reform and opening up, has developed rapidly since the1980s. Various industries bloom together; the public transportation enterprise of Shenzhen grows at a staggering rate and it has ranked among the top industries of China within several years. Public transportation enterprise of Shenzhen originates from reform of state-owned enterprises. As a result, it is restricted by the original state-owned enterprise system in human resource management, and the talent competition mechanism has not been truly established. Therefore, staff mobility stagnates in public transportation industry; concept of the workers is fossilized, their working enthusiasm slacks up, and the competitive ability declines. The eventual outcome is that work efficiency of the enterprise is low, and a large number of human and material resources haven’t played a proper role. As the big boss in public transportation enterprise of Shenzhen, Urban Bus Company does not have a big gap with other public transportation enterprises in human resource management. However, there still exist many weak links. Thus it has great representativeness and research significance.Based on personnel management theory, human capital theory, and salary incentive theory, current situations of human resource management in Urban Bus Company are analyzed by combining with research methods like experiential summary method, survey study and flow analysis in this paper. Thereby, problems in five aspects covering human resource planning, recruitment and training management system, performance&salary management system, promotion management system, and demission management system are described by combining with operation characteristics of public transportation enterprise and referring to suggestions of senior experts in public transportation system. The problems are mainly reflected in lack of scientific and reasonable human resource planning, indifference about recruitment, insufficient investment in training, nonstandard personnel placement, and incomplete incentive mechanism for talented people.Optimization schemes and implementation process are provided by aiming at different systems. Firstly, basic optimization principles of human resource management system should be strategic, systematic, operable and dynamic. Secondly, human resource planning must be adjusted according to internal demands and external environment of the enterprise. Thirdly, recruitment and training should be carried out on the basis of work analysis, so as to realize double matches of posts and employees. Fourthly, salary has to be equally allocated based on performance assessment. Fifthly, multichannel promotion mechanism should be established to help employees plan their career life and guarantee smoothness of staff’s career path. Finally, the enterprise must stick to people oriented principle and treat job leavers well. Corporate benefit can be guaranteed by taking law as the criterion and contradiction between labor and capital might be reduced via service thinking.By introducing competition mechanism, crisis awareness of the staff is increased, employees’ competitiveness is enhanced, and talent flow within public transportation system is accelerated in this paper. Finally, talent selection mechanism, education mechanism, employment mechanism, and talent retaining mechanism are perfected, to realize optimal allocation of human resources. This paper will make a great contribution to optimizing human resource management system and solving management problems of Urban Bus Company. Besides, it can also provide some references for perfection of human resource management system in other Chinese public transportation enterprises.