Problems And Countermeasures To Shenzhen State-owned Construction Enterprises' Human Resource Management

In the twenty-first century, with the deepening of China's Reform and Opening-up, profound changes are made in all business fields. Enterprises, as the most basic social and economic organization, must provide to the market with products and services, actively participate in the fierce market competition, and implement independent operation, self-financing and independent accounting. For this reason, enterprise must value the talent to form the people-oriented trend for its survival and development. As a result, it brings new thinking to enterprises'human resources management, which is a new management theory and management system compared to the traditional personnel management system. With the rapid development of China's economy, various economic entities and business models are emerging, bringing increasing business demands for high-quality talent. Enterprises now attach great importance to human resources, with hope of the introduction and training of talents to achieve long-term development.This paper is to study the human resource management of Shenzhen state-owned construction enterprises. Taking the enterprise the author is working for as an example, the author proposed the impact and improvements that human resources management will bring to the enterprise development. This paper first introduces the basic theory of human resource management, and then analyzes the status quo and main problems of human resource management of Shenzhen state-owned construction enterprises, and then brings forward improvement countermeasures.The purpose of this study is to resolve practical problems of the human resource management, by using the modern human resource management theoretical knowledge and successful cases, combined with actual situation and management characteristics of specified enterprises. The author uses empirical and comparative analysis, through personal interviews, questionnaires, query data, numerical analysis and contrast, to analyze the existing problems from both external enterprise environment, and internal organization and management of enterprise human resource management. The author proposes constructive and operative countermeasures to the improvements of human resource management for the long-term development of the enterprise.