Deficiencies in Human Resource Management of Agricultural Enterprises and Countermeasures
A Qualitative Study Based on Key Enterprises in Guangzhou
DOI:
https://doi.org/10.34624/ggsjqz16Keywords:
Agricultural enterprises, Human resource management, Case study, Management optimization countermeasures, Structural contradictionsAbstract
Against the backdrop of global trends toward smart, intensive, and sustainable agriculture and China’s rural revitalization and food-security strategies, this study highlights a significant gap between agricultural enterprises’ internal management systems—particularly human resource management (HRM)—and the rapid advancement of technology and macro-level policy support. Using a case-study approach, we selected five major agricultural enterprises in Guangzhou and triangulated data from semi-structured interviews, corporate documents, and secondary sources, then conducted within-case and cross-case comparative analyses. The study identifies four interrelated structural problems: institutional-system deficiencies leading to “institutional suspension”; an organizational culture that is superficial and disconnected from management, resulting in “ideational suspension”; inadequate and untargeted training systems; and dysfunctional compensation and incentive mechanisms that hinder talent retention. These issues collectively constrain enterprises’ transformation and upgrading. We propose an integrated “Dual-Suspension” analytical framework that combines institutional theory, organizational culture theory, and strategic HRM to explain the mechanisms underlying these HRM problems. Results show a positive correlation between HRM maturity—across three stages (transactional management, institutional construction, and strategic partnership)—and organizational adaptability and performance. Recommendations focus on four areas: strengthening strategic HRM; deepening integration of culture and systems; developing a precise, tiered training system; and optimizing compensation and incentive mechanisms.
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Copyright (c) 2026 Yu-Shen Fang, Li-Chun Fang
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