Study On Hohhot Diversified Railway Enterprises Human Resource Management Status And Development Countermeasures

With the rapid development of market economy and modernization process, the railway enterprises which is one of most important sector of China Economic Development, not only promote to the development of the national economy, but also play an important role in the process of modernization. At the same time, The development of railway enterprises is also facing unprecedented opportunities and challenges, which greatly deepened the demand for enterprise human resources management for the railway enterprises, Especially for the diversified railway enterprises,which has wide range of business, need various types of talents fighting for the competition. However, Hohhot diversified railway enterprises is facing the problem of brain drain, unreasonable personnel structure, aging of personnel in the process of rapid development, which are restricting long-term development.Firstly,based on summing up the theory and empirical research of human resource management,from the macroscopic view, facing the market situation, business environment,development opportunities and challenges,the Hohhot Railway diversified enterprises present talent resources development bottleneck,from the micro view,the Hohhot Railway diversified enterprises exposed human resources management mechanism unreasonable problem, so that the only way to go for Hohhot Railway diversified enterprises is to reform the human resource management mechanism.Secondly,the empirical research is introduced to investigate the effect of different factors on the human resource of the Hohhot Railway diversified enterprises. Through the scientific and rigorous measurement methods quantify the human resource management variables, build human resource system of the influencing factors and collected Hohhot Railway diversified enterprises related data nearly 20 years. Based on The descriptive statistical analysis, time series data regression and co integration test,construct vector error model for regression analysis.Finally,the conclusions are as follows:First, The correlation coefficient of the enterprise achievement and the human capital value is 0.32%, We can draw a conclusion that the absence of human resources incentive mechanism has resulted in little return from the growth of enterprise performance for the human capital value. Second, the correlation between enterprise scale and enterprise employee salaries has not passed T test, indicate that the mechanism of human resource management is relatively rigid, the pay method and the coefficient of the payment are comparatively fixed, and the size of the enterprise is small to the influence of the employee compensation. Third, the correlation coefficient of employee age and employee salary is 0.03%,indicate that the role of service wages in the staff salaries is relatively large. Fourth, the staff with the intermediate title and above get 156% highersalaries than the below one. indicate that the technical work in the enterprise in the salary comparison superiority. Fifth, the degree of human capital value is not significant, indicate that the staff knowledge quality is not high, the salary incentive for the introduction of highly educated talents is insufficient.