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What is a private enterprise? All non-public enterprises with private enterprises are collectively referred to as. In the "Company Law", it is in accordance with the organizational form of capital to divide types of businesses, mainly: wholly state-owned, state-controlled, limited liability company, Inc. (also sub-listed companies and non-listed companies), joint ventures and individual-owned enterprises. Faced by private enterprises in accordance with the definition of meaning, with the exception of the wholly state-owned, state-owned holding, other types of enterprises as long as there is no state-owned capital, are private enterprises. The mobility of human resources means that the enterprise as a result of a variety of staff to leave what has happened with new human resource change。

Second, small and medium-sized private enterprises management problems
(a) of private enterprise management systems
internal management system of private enterprises are imperfect, the internal management of confusion, lack of basic system, organizational structure is irrational, thus leading to the staff at a loss, I do not know what to do they are to meet business requirements. Because there is no clear work standards, even if employees work hard, have access to corporate approval. Some private enterprises as a result of the cause of the rapid development of the objectives of the operation is bigger and stronger enterprises, so that the internal management oversight, resulting in a number of system-building norms is far from perfect.Enterprise management mode mainly the rule of man, the lack of written rules and norms. Even if some norms, in fact, not everyone has also aroused attention, the work of the pursuit of a simple and direct, far below the requirements of a modern enterprise system. In particular the salaries of enterprise performance appraisal system is not perfect, has seriously affected the value of the embodiment of talent. There are a considerable number of enterprises, the implementation of the original family management, in wages, benefits, etc., family members were higher than outsiders, in the enterprise to implement many aspects of family business unique double standards.

(B) the protection of private enterprise system is imperfect

the majority of China's private enterprises to small-scale enterprise employee security awareness among the concept. According to relevant information survey, private enterprises, only 36.3 percent of people entering the business and employers signed a labor contract, 32% of the people had an oral agreement, the rest of the contract is neither text nor an oral agreement; In addition, labor contracts too simple and rough, very norms. According to the survey, private enterprises, only 33.8 percent of the contract work-related injuries that occur after the payment of wages, medical care, such as on. Incomplete contract irregularities, so that the rights and interests of enterprise employees is not clear。Event of a labor dispute, workers at a disadvantage on the only disadvantage. This has resulted in the relationship between employees and bosses relatively tense, the two sides can easily generate a sense of trust that affect the long-term stable development of enterprises.

(C) the management of private enterprises backward attributes for different posts of talent

usually companies will adopt a different approach to management. Some small and medium-sized private enterprises to adopt a paternalistic management style, from top to bottom in the enterprise bosses say a person completely lost business democratic atmosphere. Some enterprises in the management activities of all employees be treated equally in every aspect to develop a set of very strict and rigid rules and regulations and procedures, ostensibly in order to strengthen enterprise management, business operations to ensure that norms and orderly, practical on the management of this is too mechanical a manner which could dampen the enthusiasm of talent,

(D) employees of private enterprises lack the necessary space for development and growth opportunities for the present

growth opportunities, opportunities for development has become many talents to choose the first condition for enterprises, and on the whole of China's private enterprises, enterprises provide their employees with growth opportunities and also very limited space for development. Mainly manifested in: On the one hand, prospects for the development of the enterprises themselves is unclear. Because many of China's private enterprises operating in the business strategy as well as a means of short-term speculative behavior and psychological serious, there is no long-term development of the strategic objectives, making the prospects for enterprise development is not clear. As enterprise employees.Therefore, some of the pursuit of self-fulfilling an inevitable choice for employees on leave. On the other hand, enterprises provide their employees with limited room for growth. This first manifested in the organizational structure of family-oriented enterprises in the power of the top is closed, the family members of the supreme power monopoly hindered the highest decision-making level of high-quality personnel to access, limiting non-family members space for development. Secondly, the enterprises provide their employees with very limited training opportunities, while statistics show that fewer training opportunities in the circumstances, 44 percent of employees will be replaced within 1 year of work.

(E) of private enterprises employing poor environment a long time
the bosses of private enterprises blindly pursue production efficiency to the neglect of the care of talent. Some private enterprises substandard working conditions, and many facilities simple aging, the exchange activities between enterprises small to create a good atmosphere for staff. In addition, enterprises less humane environment. Lagging behind the building of enterprise culture has yet to create a caring atmosphere and harmonious interpersonal relationships enterprises.

(Vi) private enterprises lack an effective incentive mechanism for enterprises incentives to some extent determined the small and medium-sized private enterprises competitiveness, it is divided into material and non-material incentives two aspects, but also lead to brain drain one of the main reasons. If small and medium-sized private enterprises on the one hand, can not provide the material is relatively favorable treatment, on the other hand, can not provide qualified personnel to meet the spiritual needs of an enterprise-treatment of non-material characteristics, such as private enterprises to a large extent it is difficult to attract and retain talent.

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