A Study of the Influence of Enterprise Pensions System on Work Force Age Structure and Work Force Utilization in China Steel Corporation

• Main Authors: C.T. Wong, 翁朝棟
• Other Authors: F.S. Wang
• Format: Others
• Language: zh-TW
• Online Access: http://ndltd.ncl.edu.tw/handle/98272007772143487936

碩士 === 國立中山大學 === 企業管理學系研究所 === 88 === A Study of the Influence of Enterprise Pensions System on Work Force Age Structure and Work Force Utilization in China Steel Corporation THESIS ABSTRACT The key factor of whether an enterprise can achieve its operation goal is effective utilization and management of human resources. In order to accomplish the goal of effective recruitment, training, utilization and retaining of human resources, an enterprise should monitor and control the status of the environmental change and enterprise development, and plan, improve and implement its human resource management system constantly. China Steel Corporation (CSC) was officially registered on December 3, 1971. As of the end of January, 2000, CSC has 8,973 employees with an average age of 43.97. Among them, 5,617 or 62% of its total employees are between 40 to 50 years. The aging statistic indicates a relatively narrow age spectrum, which results in the over concentration of education degrees, ages and years in services of its employees, i.e., the homogeneity of its human resources. Once the business expansion of the enterprise becomes slow or even remains stagnant, its human resources can not be effectively dispersed or reallocated, which indicates limited promotion opportunities due to a lower turnover rate. Consequently, the company development is eligible to its canyon period, and growth is ended; then human aging becomes deteriorating. However, the legal labor pensions system is of very limited influence to improve CSC worker turnover rate and age structure. This pension system can not solve the current problem. Thus, we analyze and examine feasible human resource strategies in CSC from the work force utilization aspect. We also recommend a series of strategic thinking, e.g. its internal retirement adjustment, preferential early retirement, CSC Group work force utilization, business outsourcing, inner createpreneur help, etc., to improve the workers' age structure effectively, keep excellent replacement, activate work force, and enhance human resource utilization efficiently. By doing so, CSC will constantly upgrade its competitive advantage, and ensure its continuous operation.