Employee Turnover And Management In Private Enterprises

To explore the loss and management of employees in private enterprises, we must first understand what is the private enterprise and its characteristics and the problem of employee turnover.

The concept and characteristics of private enterprises 1.1) the concept of private enterprises is only relative to state-owned capital enterprises, and all non-public enterprises are collectively referred to as private enterprises.

In the company law, the types of enterprises are classified according to the form of capital organization of enterprises. They are mainly state-owned, state holding, limited liability companies, Limited by Share Ltd (listed companies and non-listed company), partnership enterprises and individual proprietorship enterprises.

In the light of the above definition of private enterprises, in addition to wholly state-owned enterprises and state holding, other types of enterprises are private enterprises, provided that no state capital is available.

1.2) the characteristics of private enterprises A competition pressure, enterprise innovative spirit, business owners personally strongly affect the enterprise's decision-making.

China's private enterprises are generally small in scale, and are more excluded from the competition, so they feel more competitive and more enterprising and innovative than big enterprises.

The establishment of an enterprise is often determined by the expertise of the business owner. His personal choice also deeply affects the strategic decision of the company.

Here we will think of the giant group.

Shi Yuzhu's two successful decisions directly contributed to the legendary success of the giant group, which made him brilliant. But his two failure decision led to the giant group going from glory to underestimation.

The first success of the giant group was Shi Yuzhu's first risky decision. He used the computer world to advertise and collect money later. He made a 8400 yuan advertisement with all 4000 yuan. After 13 days, Shi Yuzhu got 15820 yuan. After a month, 4000 yuan had been exchanged for 100 thousand yuan.

Then Shi Yuzhu turned all of them into advertisements. Four months later, his advertisement earned him 1 million.

Later, Shi Yuzhu worked hard to develop a new series of word processing software.

In this way, Shi Yuzhu created his own company, the Zhuhai giant New Technologies Inc with these funds and technologies. In order to further expand the market, Shi Yuzhu made his second risky decision. He invited computer dealers to participate in the national computer HKID chain sales meeting on favorable terms, thus getting a nationwide computer chain sales network.

Since then, the giant has become a model enterprise for Zhuhai's high-tech industry.

In 1993, the giant entered the real estate field mainly to build the giant building. At first, Shi Yuzhu planned to build a 18 story self occupied office building, and then increased to 38 storey. Later, the giant building was changed from the original 38 storey to the 54 storey and the 64 floor, and finally decided to build a 70 storey building, and the budget increased from 200 million yuan to 1 billion 200 million yuan.

The change of the building scheme is entirely decided by Shi Yuzhu.

From February 1994 to July 1996, Shi Yuzhu did not apply for a penny of bank loans, all supported by his own capital and the cost of selling floor materials.

Later, due to insufficient funds, the giant mansion failed to complete on schedule, causing the financial crisis of the giant.

Entering the field of bioengineering is Shi Yuzhu's second failure decision.

For giant group, bioengineering is a completely unfamiliar field. Although 1994-1996 years ago, the giant group had a sudden rise in health care products, the whole bio engineering industry suffered a total loss. The debt and debt balance was 50 million yuan.

An important reason for the atrophy of bioengineering is also the drag on giant buildings.

At the end of 1996, the giant giant group, which had an unlimited view of the investment real estate and biological engineering, led to a vicious debt in the debt structure, the debt Criner flocked to the door, and the group had a poor turnover, and finally fell into a financial crisis.

Private enterprises are highly competitive and innovative, but their personal qualities directly define the success or failure of enterprises.