The Study Of Human Resource Crisis Management Within Small And Medium-sized Enterprises In Financial Crisis

Since thirty years of reform and opening up, along with the gradual establishment of market economicsystem and constantly improve, medium-sized and small enterprises in China have been hitherto unknowndevelopment, in a series of national policy support. It not only to promote China’s sustained, healthydevelopment of the strong power, the more important guarantee to maintain the social stability, to realizethe reform and innovation. However, since2008, the outbreak of the international financial crisis, alongwith the deepening of China’s economic negative effect, unfavorable factors in the rising costs, taxes andfees increased, reduced profitability, external environment etc., small and medium-sized enterprises of ourcountry already struggling. Although after nearly four years of recovery, China’s overall economic situationgradually improved, economic fundamentals are not the inflection point of fluctuation, the small andmedium-sized enterprise does not seem to usher in the "spring ".In order to reduce the operation cost, through the crisis, almost all of the enterprises have chosen topay cuts, layoffs, cuts in direct labor cost. But because our country small and medium-sized enterprise lacksthe human resources management theory and practical experience, in the actual operation of the process offrequent problems, the staff is full of doubts about the prospects of the enterprise, panic, Key to the coreloss of talent, enthusiasm and the production efficiency is low, and even the outbreak of large-scale loss oflabor and human resource crisis, a devastating blow to the management and development of small andmedium-sized enterprises. The enterprise should be how to ease the financial crisis brought about by thehuman capital contradiction; how to effectively save the cost of human resources; how to do humanresource planning; how to deal with the pay cuts, layoffs; how to reform the organization, effective andflexible allocation of human resources; how to improve the evaluation mechanism under the financial crisis,and properly handle the labor relations, to achieve effective incentive pay cut case, has become thepractical problems of China’s small and medium enterprises must solve.This paper reviews the relevant information at home and abroad, by reading a large number ofreferences, the integrated use of logical reasoning and theoretical analysis and other research methods, inthe context of the financial crisis, the operation stage of China’s small and medium-sized enterprise human resources management, the characteristics of human resources crisis, leads to our country small andmedium-sized enterprise forms and the causes of in-depth analysis, on this basis, put forward ideas andStrategies of human resources crisis management of small and medium-sized enterprises in China. Hope tobe able to help small and medium-sized enterprises of our country face many unstable factors exist in theprocess of human resources management under the financial crisis haze, with their own characteristics, theimplementation of effective measures to cope with the crisis, security.