Lin Zeyan

Enterprise Research Institute of the Development Research Center of the State Council organized experts to conduct a classified random sampling questionnaire survey on the human resource management and system construction in more than 2100 Chinese domestic enterprises with different backgrounds1.2.

I. Human Resources of the Enterprises and the Allocation of the Human Resource Workers

There is a world of difference in terms of age, educational qualification and the allocation of human resource management staff in Chinese domestic enterprises with different backgrounds.

The employed personnel are mainly aged from 21 to 40 years old, accounting for about 63% of the investigated; record of formal schooling received by the employed is mostly under the level of university education, of which senior middle school education (including vocational senior middle school, polytechnical school and technical school) accounts for 35%, college education for 25% and university education for 21%.

Enterprises with special human resource management departments account for 69%, enterprises with other departments exercising human resource management function account for 20%; age of the human resource management personnel ranges from 21 to 40 years old, accounting for about 76%; record of formal schooling is dominated by record of college education and university education, accounting for 37% and 45% respectively; human resource management personnel receive human resource management knowledge and relevant specialized knowledge mainly by means of training, accounting for about 67%. The smaller the scale of enterprise employee is, the more human resource management personnel are allocated for every 100 persons. When the scale of enterprise employee has reached 500 persons, it can be basically maintained with 1 human resource management personnel for every 100 staff members.

The average number of high-ranking management personnel of the enterprises is 18; of which the number of females is 6, accounting for 30%; the average age of high-ranking management personnel is 39; number of people who have record of university education and over is 16, accounting for 89%.

Retired workers and staff members ( including people who have gone through with the retirement formalities within the enterprises) in 61% of the enterprises all account for no more than 10% of the in-service staff workers.

II. General Situation of the Construction of Human Resource Management System in Chinese Enterprises

After analysis of the construction of different human resource management system of all enterprises, we have found that most of the enterprises have formulated relevant human resource management rules and regulations in terms of personnel’s manuals, human resource planning combining development strategies of the enterprises, post management, recruitment and employment of the personnel, labour contract administration, regular appraisal, pre-work training of new employees or new employees’ probation, training of staff members, reward and punishment, wage allocation, professional security and labor protection, and social security, which are all exercised to a certain extent and which need to be further strengthened. There are also a lot of enterprises who do not pay much attention to cadres getting their posts through competition, management of reserve cadres, administration of staff members’ careers, rationalized proposals of the staff members and complaints of the staff members. Even if relevant rules and regulations are laid down, they are not exercised with much effort.

It thus can be seen that the Chinese enterprises at the transitional period still take the form of management of the objectively-existing “matters” as the main form in the management of human resource management system, which is obviously inclined to the control of staff members. Construction of human resource management system caring about appeals and development of the staff members needs yet to be strengthened.

Through analysis of the construction of the overall human resource management system in enterprises with different backgrounds, we have found that conditions of the enterprises in eastern and western regions are not very ideal, with their average number3 being 42.76 and 43.21 respectively; privately-operated enterprises are in the worst conditions, next are collectively-owned enterprises, nongovernmental joint-stock companies and limited-liability companies, foreign-funded enterprises, Hong Kong, Macao and Taiwan enterprises, and enterprises with other natures, state-owned enterprises and state-controlled enterprises are in the best conditions, with their average number being 46.03, 42.46, 41.38, 41.59, 41.46 and 39.35 respectively; the real estate and the geological prospecting and water conservancy are in the worst conditions, with their average number being 47.27 and 47.00 respectively, next are architectural industry, information technology service and software industry and other industries, with their average number being 44.07, 43.79 and 44.13 respectively, excavating industry and water, electricity and gas industries are in the best conditions, with their average number being 37.00 and 36.13 respectively; the listed companies home and abroad are in the best conditions, with their average number being 31.56, enterprises not listed or intended to be listed are in the worst conditions, with their average number being 44.48 and 40.66 respectively; the higher the sales amount is, the better the construction and execution of human resource rules and regulations are, enterprises with their sales amount reaching 300 million yuan and over are in the best conditions, with their average number being 36.96; enterprises with their sales amount reaching 30 million yuan and less are in the worst conditions, with their average number being 47.54; the higher the asset volume is, the better the construction and execution of the human resource rules and regulations are, enterprises with their asset volume reaching 300 million yuan and over are in the best conditions, with their average number being 37.36, enterprises with their asset volume reaching 30 million yuan and less are in the worst conditions, with their average number being 47.68.

It thus can be seen that the driving force for strengthening construction of human resource management system in Chinese domestic enterprises come mainly from the outside world, such as listing the enterprises home and abroad, working environment and conditions being bad, etc., and there are few internal cause-driven spontaneous activities.

Through analysis of the construction of the human resource management system in enterprises with different backgrounds, we have found that all enterprises with different backgrounds have done well in the construction and execution of human resource management system such as post management, personnel recruitment and employment, labor contract administration, regular appraisal, pre-work training of the new staff members or new staff members’ probation, reward and punishment, wage allocation and social security; but have had poor performance in the construction and execution of human resource management system such as human resource planning combining development strategies of the enterprises, administration of the cadre reserve, administration of staff members’ careers and the staff members’ complaints, especially the human resource planning combining development strategies of the enterprises and the administration of the staff members’ careers have been exercised quite badly.

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