中文3580字毕业论文英文翻译学生姓名： 学生学号： 专业班级： 指导教师： 管 理 学 院2012.5.8Private enterprises and the reasons forwastage control measures（Rong Zhang Beijing Jiaotong University College of economic managementBeijing 100044） The use of a pick to the energy level corresponding human resources management, systems dynamics, objectives and principles inspiring on Chinas accession to the WTO, private enterprises will be increasing competition among professionals. In view of the current brain drain of some private enterprises, such as the status of high-quality talent recruitment difficulties, the author conducted a detailed analysis and exploration, and the status of private enterprises wastage governance strategies. Private enterprises Brain drain analysis wastage control measures 2004, the private economy, to be engraved in the memory of many people. 911% of the GDP achieved spectacular growth, including the promotion of the private economy in Chinas economic development is the most dynamic force one. 100 strong private enterprises listed revenues grew by 16,106% scale, 36.164 thousand% net profit growth, net assets yield reached 12,154%, are the best in the history of the regeneration achievements.But with the development of private enterprises, many of the development problems gradually exposed, such as business owners as a result of environmental, cultural and other factors, business operations have not been regulated, and internal management chaos; For the future development of enterprises lack long-term planning; Submissive to the pro - and everywhere beware of talent unattractive particularly in the area of human resources management status, It is not optimistic. In the face of increasingly fierce competition and complex situation, particularly Chinas WTO accession, many are relying on the original bold, or the tradition of hard work advocate private entrepreneurs have felt on its own strength, has been insufficient to meet the current operating conditions. Therefore, most private enterprises have realized the importance of talent, and was willing to use high salaries to recruit capable enterprises. However, most private enterprises overall human resources management concept is very weak, strokes, personnel, procedures and the work of keeping talent such as transport mechanisms have done considerable. Resulting in the introduction of talent very difficult, are unable to retain and attract talent.Private enterprises wastage reason analysis1. Private enterprises chaotic internal management, inadequate internal management system, the lack of basic systems, irrational structure, the management of enterprises, people - oriented. To the staff at a loss, not knowing what to do to meet the business requirements. In the absence of clear criteria for the work, even if the employees work hard and get recognition. Enterprise management mainly people many things, the lack of written system norms. Or even with some norms, but in fact we do not attach importance to non-compliance or even do things blindly pursuing too straightforward, small-scale work or before the old habits, some distance away from the modern enterprise management system far. Especially enterprises pay performance appraisal system is not perfect and seriously affect the value of key personnel. For example : a company of the original family management in wages, welfare, treatment, family members than outsiders to be high, although these people management, production, marketing, and a series of performance are not as outsiders, and family members to prevent personal interests strongly outsiders, leading to the key personnel of enterprises because of the lack of recognition switch.2. Dissatisfied with the working environment is one of the main causes of brain drain. The first is not satisfied with the work atmosphere, the lack of communication between staff, the lack of harmonious working atmosphere. Boss personal authority is too high, no personal opinion to the staff, individual staff performance not sure, have a feeling. Next to their work with, such as the objectives and tasks of the work is not clear, the loss of enthusiasm for its work, a lack of interest, no novelty, the lack of challenge, lack of personal achievement3. No advanced enterprise culture. Enterprise culture is the long-term interaction in the process of enterprise employees formed interpersonal paradigm, value systems, and it must be linked with business performance, help businesses grow was recognized. But some private enterprises in the internal personal authority, too, will always be the boss alone, the key personnel in private enterprises which often feel their personal and professional views were not respected, and feelings of depression; There are ways in the management, they tend to subordinate capacity distrust, not authorized or mandated in