Research On The Formation Of Special Human Capital In Small And Medium - Sized Enterprises In Underdeveloped Areas

There should be no doubt about the significance of human capital for the survivaland development of enterprises, and as small and medium-sized enterprises play anincreasingly important role in our economy, human capital of small and medium-sizedbusinesses come into the researcher’s sight naturally. In reality, low human capital,liquidity has become a big obstacle for small and medium-sized enterprises to growand develop; this problem is more prominent in the underdeveloped areas of SMEs. Itis far-reaching and particularly urgent how to overcome difficulties of SMEs inunderdeveloped areas of human capital management when facing fewer resourcesrelatively, later start, greater competition pressure, so as to promote enterprisedevelopment and growth.In this paper, based on the above background, the predecessors’ research results,learn from multidisciplinary theoretical knowledge, carrying on an comprehensiveanalysis for theoretical framework of specific human capital, the real formationpathway, pricing theory, the ultimate goal is a combination of small and mediumenterprises in underdeveloped areas situation, and then foster an effective way to builda reasonably specific human capital, in order to help break the underdeveloped areasof human capital management difficulties SMEs.The paper includes four following contents mainly:(1) The theoretical analysis for the basic framework of the special human capitalformation. Including connotation of special human capital theory, characteristics andstructure, function and other aspects of the formation mechanism.(2) The formation of special human capital approach. Main factors influencingthe performance of the special human capital formation and formation way.(3) Pricing theory of special human capital. This paper first analysis of small andmedium-sized enterprise special human capital pricing model, on this basis, thespecial human capital formation of the costs and benefits are analyzed.(4) Existing problems and countermeasures SMEs in Guizhou special humancapital cultivation. This article probes into the development status quo of small andmedium-sized businesses in guizhou, the advantages and disadvantages of specialhuman capital cultivation problems, and then puts forward the relevantcountermeasures and suggestions.Through in-depth analysis of research content on the following research conclusions:(1) Special human capital is on employees of intangible capital, based on staffsproficient in the business in a relatively complex process, formed by the subjectivebehavior such as the willingness to work hard, ability to work and resultant force thatadds additional benefits for the enterprise and employees. The capital is in thepossession of the enterprise and can be use live, but cannot be obtained from acompetitive market, and its value must be dependent on the enterprise.(2) From the characteristic point of view, difficult to measure specific humancapital have higher liquidity costs, difficult to replicate, and certain othercharacteristics of the stage; From a structural point of view, human capital can bedivided into individual special special human capital and organizational human capital;from the role of point of view, the special human capital can reduce corporate staffmobility, improve production efficiency, increasing returns may bring to the enterpriseon production, is the source of the enterprise’s core competitiveness.(3) The formation of human capital is the special psychological contract betweenemployees and companies as power, mainly affected by general human capital,personal endowments, social experience and the enterprise environment, employeescan through learning by doing, on-the-job training,corporate culture influence, socialperception and other ways to form a special human capital. Before entering thecorporate staff, their personal endowments, general human capital and socialexperience, such as the potential for the formation of a special constitution of humancapital, after entering the business, this potential may not necessarily be able todisplay special manpower into reality capital must also be on-site or in the course oftheir business operations in joint investments and through-the-job training, learning bydoing specific path, corporate culture impact possible formation of a special humancapital through business and employees. In addition, employees on the basis of theirsocial experience on the social perception may also form a special human capital.(4) SME special human capital should be used to capacity vector-orientedinternal pricing models. In the process of the formation of a special staff of humancapital, companies and employees need to bear certain costs, which bear the costs ofdifferent ways to form the type and amount varies; After the employees formed aspecial human capital, without taking into account other than the wages lowerearnings, employees additional benefits to its special human capital brought in toshare the need to share it with the companies to determine the game. (5) SMEs in the economic and social development occupies an importantposition in Guizhou; SMEs in Guizhou Province inventory rich, lower cost and moreabundant reserves of advantages in human capital development, but there are also lowcultural quality, poor professional skills, labor mobility and other disadvantages;special nurturing human capital, the SME awareness of Guizhou Province, mainly inhuman capital is not a special place, a special dynamic mechanism of the lack ofhuman capital formation, there is no reasonable path planning a special form ofhuman capital, special inadequate investment in human capital development, failure toestablish reasonable special highlight issues of human capital pricing mechanism.(6) combined with the special characteristics of human capital, corporateemployees to cultivate a special human capital is underdeveloped regions SMEs copewith market competition in terms of the optimal choice of human capital is the mostrealistic option; Guizhou province by strengthening the special human capital’sresearch and advocacy, establishment of "learning by doing" platform within theenterprise,strengthening mechanisms for small and medium-job training, theestablishment of good corporate incentive mechanism, strengthen the building ofenterprise culture, emphasis on the employment of workers change jobs or returnhome countermeasures such an important role in the promotion of small and mediumenterprises to cultivate a special human capital.The possible innovations in paper include:(1) The content of specific human capital theory points were tentative systemanalysis.(2) Special human capital formation process of a comprehensive cost analysis.(3) Constructed employees and corporate earnings after special allocation gamemodel of human capital formation and theory to solve.