| On August 10th, 2003, the State Council held the conference for intensifying the reforms in rural credit cooperatives and chose 8 provinces (cities) to make experiments. In 2005, the reforms throughout the country have been implemented in an all-round way. Under this situation, it has become an essential subject for people in rural credit cooperatives to grasp this historical opportunity, make full use of the favorable policies given by our country and rejuvenate the rural credit cooperatives. Then the main force of rural credit cooperatives will be fully and practically realized, which will make great contribution to the construction of the affluent society. All together the present paper is divided into four parts: Chapter One: Based on the model of the rural credit cooperative system in Jilin Province, the present paper makes analysis on the present conditions of the working staff in the rural credit cooperative and finds three main reflections of the working staff, who are in discordance with the current developmental situations. The three reflections are as follows: the first one is that part of the advanced administrative personnel are lack of devotion and sense of responsibility to their works and their ideas are out of date, having insufficient recognition of the competitions in the financial industry. Some working staff do not have enough sense of hardship, having no sense of competitive crisis, no farsighted dreams, no beliefs of enterprises and insufficient motives. The second one is that the synthetic qualities of the working staff are relatively low. They don't have enough knowledge, being lack of creative ideas. The third one is that the knowledge structure of the working staff is irrational. As for the perspective of administration, comprehensive and versatile talented people are in great need especially that advanced administrative elites are deficient. Then the present paper analyzes the disparity of rural credit cooperative in the administration of human resources and expounds the fact that at present the administration of human resources in the rural credit cooperatives still remains at the traditional stage of personnel affairs administration. It is mainly expressed by the phenomenon that the main administrative personnel don't change their administrative principles. Also, they still center on the affairs but don't center on the people. Their administrative activities continue to use the pattern of executive management, which usually carries the color of traditional planned economy, such as compulsory restraints and restrictions. It is also because of this that the administrative departments of human resources are in a condition of marginality. Most of the energy of personnel managers is spent in dealing with various executive affairs. The construction of the systems of human resources administration is stagnant. Until now, there have been no efficient systems and working mechanism for making prediction, plans, adjustment, investigation and evaluation with regard to the macroscopic perspective of strategic plans for human resources, cost accounting, policies, regulations and administrative environment and to the microcosmic perspective of recruitment and enrollment of human resources, training, assessment of achievement, payment distribution, welfare assurance and professional administration. The technical methods of human resources administration lag behind. For most of the rural credit cooperatives, the degree of information in the human resources administration is comparatively low and still the present administration is of extensive type, which has no mature techniques and working processing in the administration of human resources. Most of the credit cooperatives have insufficient investment in the capitals of human resources. They don't pay enough attention to the training and development of their working staff, only emphasizing short-term benefits. In order to save administrative cost, they spare less expense in the investment of the training of their working staff. Chapter Two: Starting from the conception of human resources, the present paper expatiates on the functions of human resources in the development of enterprises. The basic aim in the administration of human resources is to establish a group, which is of high qualities, noble spiritual state and harmonious cooperation, with modern administrative strategies. Also, a system, in which people are full of self-stimulation, self-control and mutual promotion, will be set up and it will offer intellectual support and assurance of elites in the healthy and quick development of enterprises. The paper points out fundamental obligations and aims of human resources administration in rural credit cooperatives: The six basic obligations include offering human resources and intellectual support for the development of rural credit cooperatives; making plans to intensify the training and development ofthe extant working staff; carrying out efficient stimulation in accordance with the developmental aim of every working staff; coordinating the working relationships; giving rewards according to the working of working staff and promoting the development and growth of administrative personnel. The six working aims include improving the qualities of administrative personnel of human resources, which is the foundation and prerequisite for the good administration of human resources; the second one is to make rational design of payment system, which is the important assurance for stimulating the activity of working staff; the third one is to establish a studying type of organization, which is the basic assurance for keeping the developmental stamina of enterprises; the fourth is to enhance the construction of the professional moralities of the working staff, which reflects the specificity of financial enterprises and is the first juncture for preventing financial hazards; the fifth one is to recruit talented people, which is the bottle neck for the development of rural credit cooperatives and also the key to improving the competitive abilities of rural credit cooperatives; the sixth is to improve the qualities and abilities of working staff, which is the foundation and assurance for realizing the aims of organizations. Chapter Three: With regard to the combination of theory and practice, the present paper puts forward seven transformations, which the rural credit cooperatives must fulfill in order to improve their administration of human resources. Firstly, they have to solve the problems in their conceptions, transforming from the administration of mechanization into that of resources, taking humanism as the administrative principle and realistically treating human resources as the first resources. Secondly, as for the focal point in working, the rural credit cooperatives need to achieve the transformation from centering on affairs into centering on people, which will make full play of the administrative departments of human resources. Thirdly, with regard to the training of working staff, the rural credit cooperatives should transform their emphasis on uses into emphasis on cultivation, fully understanding that training plays an important role in the development of working staff and the enterprises. It is confirmed that the enhancement of enterprises depends on the achievement of the working staff whereas the achievements of the working staff are inclined to reflect their capacities. Thus, at the aspect of training for working staff, the rural creditcooperatives shouldn't be reluctant to invest. Fourthly, with regard to the distribution of payment, the rural credit cooperatives should make a transformation from equal distribution into the efficiency taking the precedence. Depending on the principle of coordinating payment with the risks and achievements, the rural credit cooperatives should establish an efficient, stimulating and scientific system for payment distribution and achievement evaluation, which will connect working with in come and equate contribution with payment. Fifthly, as for the administrative strategies, the credit cooperatives have to achieve the transformation from compulsory restrictions into intensive guidance and fully stimulate the activity, initiative and creativity of the working staff. Sixthly, considering the group construction, the rural credit cooperatives have to achieve the transformation from individual division into integral assimilation. They should intensify the construction of the enterprises'culture and enhance the professional moral education and legal education of their working staff, helping those working staff to establish scientific world outlook, outlook on life and should actively carry out diversified activities for building spiritual civilization, trying to establish a good environment for improving the comprehensive qualities of the working staff. At the same-time, when essence of experience is absorbed, the rural credit cooperatives also have to pay attention to the administrative creation. They shouldn't indiscriminately imitate the modern administrative pattern of western human resources. However, an administrative system and pattern of human resources, which is of the local characteristics of China and which complies with the features of our country's rural credit cooperatives, should be established. Chapter Four: The present paper gives detailed description on the new trend in the human resources administration of enterprises. In realizing the administration of human resources, the rural credit cooperatives not only have to base themselves upon the present situations but also they should make long-term plans, paying enough attention to the modern momentum. Firstly, through the combination of plural cultures, the synchronic realization of human values and human resources administration will be promoted. Secondly, through fictitious arrangement, the structure of human resources can be optimized. Thirdly, through creating suitable environment, conditions for the development of human resources can be created. For example, the creation of the environment for respecting knowledge and...
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