The Research On Configuration Rationality Of Personnel In Company G

G company was established by the State-owned assets investment financing for construction, operation and management of the highway, main business includes development, construction, maintenance and management of highway, large independent bridges and transportation infrastructure, business scope covers highway service areas, road construction and maintenance, transportation machinery, petroleum oil and etc.. The task of Provincial Transportation Department states:"the mayor task of expressways construction in our province in the future will be turning into construction, management and maintenance", the next step, G company will bring management, service and operation into the Highways which are already in use as the focus of the next three years, in other words bring management of each highway management branch (hereinafter management subsidiaries) into the focus of the next three years. However in business operation processes, human resources are most essential. Isolated capital in the enterprise can be linked to each other by human resources, so that it makes social wealth and economic benefits, implement the preservation and appreciation of State-owned assets. However, irrational system of human resources will enable enterprises to have a greater loss, resulting in State-owned enterprises asset loss. Staffing as very important part of the system of enterprise human resource management, is the base segment of modern enterprise in building of manpower gradient, rational staffing can be based on the principle of good positioning, concentrated to achieve the effective integration of human resources and other resources.In order to ensure the smooth implementation of G company’s development plan, this article will research in G company’s effectiveness and current problems and underlying causes of staffing, use the company’s staffing status as a benchmark, based on the Data Envelopment Analysis (DEA methods), through the analysis results of the organizational structure, personnel, employee type of its11management subsidiaries. Subsequently, with guidance of whether the company’s employees are in the correctly positioned, carry out dynamic balance prediction analysis of employee need and outflow according to the regression forecasting method, according to forecasts, discuss the future staffing of G company, establish a set of suitable approach to staffing which are more optimal and effective to future development of G company’s subsidiaries.Through staffing configuration diagnostics and optimization design for G Company, provide guidelines for staff deployment and quotas rulemaking, to aid the decision making on improving the scientificity and rationality of staffing, then promote the effective implementation of company’s staffing model. At meantime, insufficient human resources configuration and demoralized employees, will affect the efficiency of other work forces and led to declined on overall management level of the enterprise. Hence, according to the company’s target, this paper will undertake optimal design for staffing of each management subsidiary, to achieve balanced development and common progress of human resources management level for every management subsidiaries; make mutual combination of all independent resources owned by the company through rational staffing, to achieve win-win situation for both company and employees.