目录
一、引言··················································1
二、我国民营企业的概念、现状及特点·························1
（一）概念·················································1
（二）现状及特点···········································2
三、民营中小企业人力资源管理存在的问题及分析···············2
（一）人力资源管理制度不健全，职能严重缺失·················2
（二）人才整体专业素质不高，结构不合理, 流失严重············2
（三）人员招聘选拔机制不科学·······························3
（四）忽视建立和健全有效的激励机制·························3
（五）人力资源培训机制不健全·······························3
（六）缺乏有效的企业文化···································4
（七）对人力资源管理不够重视·······························4
四、民营中小企业人力资源管理的方法和对策···················5
（一）建立科学的人力资源管理制度···························5
（二）建立合理的人才引用和变更制度，制造优质的人才团队·····5
（三）要建立科学的绩效考核体系、建立客观的评估绩效标准和切实可行的评估方法···················································5
（四）建立科学完善的激励机制·······························6
（五）加强人力资源的培训···································6
（六）塑造良好的企业文化···································6
（七）重视人力资源管理，将其提到战略高度···················7
五、总结···················································7
六、参考文献···············································7
一、引言
随着中国市场经济的不断深化改革，企业竞争日趋激烈，人力资源作为最具活力，最具发展前景，最具收益的战略资源，成为企业参与竞争和谋求发展的主导因素。人力资源是企业最重要的竞争资源。本文通过定量调查，定性分析等方式对民营中小企业人力资源管理问题进行调查分析。认为民营中小企业在人力资源管理方面仍处于传统人事管理阶段，人力资源管理机构定位低，对培训投入严重不足，而且缺乏有效的激励机制。要解决这一问题不仅要提高认识，而且要不断完善人力资源管理体系，在员工激励，人员配置和企业文化建设等方面提出改进措施及对策。
二、我国民营企业的概念、现状及特点
