摘 要
当前的中国市场经济已经得到了本质性改变，企业之间的竞争也在不断升级，人力资源是一项具有高效益、年轻化、良好发展前景的战略资源，也逐渐在企业的竞争环节中日益凸显出来。企业之间的竞争本质就是人力资源的竞争。本文借助定性与定量两种方法对浙江民营企业的职员招聘、上岗、薪酬管理、奖惩举措、绩效管理等方面进行深度调查，了解到民营企业在人力资源方面发展迟滞，在此方面的投入度欠缺，没有完善的奖励机制。其原因可以分为四个层面：民营企业对人力资源管理的关注度较少；中国人情关系混淆不清；人力资源管理目标模糊；管理举措不够灵活。因此想要从根本上处理上述问题，就要重新提高认识，致力于健全人力资源管理机制。
关键词：民营企业；人力资源管理；问题分析；建议
目 录
1绪论 ···························································· 1
一、 民营企业人力资源管理相关概念 ·································· 2
（一） 民营企业概念与特点 ·········································· 2
（二）人力资源管理的定义及其内容 ··································· 2
二、 民营企业加强人力资源管理的必要性 ······························ 2
（一） 人力资源管理的一般作用 ······································ 2
（二） 民营企业的经营规模和人员规模不断扩大························· 2
（三）加强人力资源管理有助于提高民营企业的竞争力 ··················· 3
（四）人力资源管理能够提高员工的工作绩效 ··························· 3
三、 民营企业走出人力资源管理困境的对策 ··························· 3
（一） 制定人力资源规划，形成有效的人才梯队························· 3
1.制定人力资源规划 ················································ 3
2.形成有效的人才梯队 ············································· 4
（二）内部招聘与外部招聘结合的招聘方式 ···························· 4
（三）实施现代人力资源管理方案 ···································· 4
1.人力资源规范化管理——3P模式 ··································· 4
2.对管理人员实行年薪制 ·············································4
（四）民营企业管理资源不足，可实施人事外包·························· 5
（五）建立富有凝聚力的企业文化 ···································· 5
结 论 ··························································· 6
参考文献 ························································· 7
