内容摘要
中小企业一般是指那些固定资产少于1000万元，企业员工不足500人的企业。中小企业在我国经济发展中，尤其是对改革推动和缓解就业压力方面发挥着越来越重要的作用。但是我们也应该看到，由于历史的原因和中小企业本身的特点，在用人观念和管理机制方面存在着很多缺陷，然而这些缺陷对中小企业来说却是致命的，它严重阻碍了中小企业发展的步伐。本文就中小企业在人力资源方面来分析其发展缓慢的原因，主要归纳如下几点：一是，企业资金有限，难以吸引人才；二是，企业其他资源有限和企业本身不具备吸引力；三是，企业主的人格魅力不足以使人才为其效力；第四，在用人观念上难以提拔有才能的人；第五，在管理制度上留不住人才。为此，现提出以下的解决方法：第一，建立企业远景目标；第二，注重企业文化；第三，建立正确的人才观；第四，采取激励措施；第五，给予足够的信任；第六，注重沟通；第七，设计合理的分工；第八，注重对员工的培训；第九，创造和谐的环境；第十，领导者个人的魅力。
关键词：中小企业 人力资源管理 用人 管理 分析
目 录
序言 ································································4
一、中小企业及在经济发展中的作用 ···································5
二、中小企业在人力资源管理上的误区 ··································5
（一）“人事管理”还是“人力资源管理” ································6
（二）“家族式管理”还是“职业经理人管理”？ ··························6
（三）建立了“现代企业制度”就是“现代企业”？ ··························6
（四）“薪水留人”还是“事业、感情留人”？·······························7
（五）“为企业打工”还是“彼此利益共享”？·······························7
（六）人是“成本”还是“资源”？ ········································7
（七）人才是“蜡烛”还是“蓄电池”？ ····································8
（八）企业 “等不起”人才？ ···········································8
（九）“人力资源管理人才”并非企业的“核心人才”？ ······················8
三、小企业在人力资源管理上存在误区的缘由 ····························9
企业的资金实力有限 ···········································9
源有限或行业无吸引 ············································9
企业主的人格魅力不够 ··········································10
中小企业的用人观念滞后 ········································10
缺乏科学的用人机制···········································10
四、企业应该如何进行人力资源的管理·····································11
（一）建立企业的远景目标 ············································11
（二）注重企业文化 ·················································12（三）建立正确的人才观 ·············································12（四）采取激励措施 ·················································14（五）给予足够的信任 ················································14
（六）注重沟通 ·····················································14（七）设计合理的分工·····················································15
（八）重视员工培训 ·················································15
（九）创造和谐的工作环境 ···········································16
（十）提高领导者的个人魅力 ·········································16
五、后记 ···························································17
