It was not until 1960s that management psychology really became an independent branch discipline and was widely used by people, and it did not flourish in China until the end of 1970s. It is generally believed that the research of human resource management psychology in the 2 1 century will face three major topics: organizational structure adjustment facing global competition, informationization and globalization brought about by the rapid development of multinational companies. Under this new condition, the human factor is becoming more and more prominent. How to develop human resources well has become the primary problem that must be considered in the competition of all countries in the world. The "advantage of backwardness" for developing countries to catch up with developed countries by introducing advanced technology no longer exists. The competition between countries is mainly manifested in the quality of human resources. Although China has the most human resources in the world, it always lacks qualified human resources to meet the requirements of participating in global competition. Therefore, it is one of the important topics of psychological science and management science to systematically explore the theoretical basis of human resource development and its management countermeasures in order to improve the quality of employees (including managers and employees).
In addition, the development of management science itself also urgently requires psychologists to provide new knowledge on how to adapt to scientific and technological progress and social change. Therefore, we need to study the psychological problems in human resource management from a new angle. The psychological research of human resource management is a psychological theory and method to explore the strategic planning, job analysis, employee selection, training, motivation, placement, performance evaluation and career development of human resources from the multi-level perspective of organizations, groups and individuals. This paper attempts to introduce the author's theory and application of human resource management psychology for more than 20 years, so that readers can understand some situations of human resource management psychology research from this special perspective. This paper will be divided into three aspects: psychological research on talent cultivation, psychological research on talent selection and psychological research on organizational change.
1 Psychological Research on Staff Training
Talent cultivation is one of the most important issues in human resources development. If the training needs assessment can highlight the key points of training, solve the methodological problems of psychological counseling in employment guidance, and solve the related management problems and training transfer problems according to the particularity of employees' continuing education in retraining, it will help to improve the training efficiency.
1. 1 Research on Psychological Skills Simulation Training
Since 1980s, a large number of jobs in traditional industries in China have gradually disappeared, and the employment demand in information industry and other industries has increased rapidly. One of the biggest problems faced by enterprises in transition in China is that employees can't adapt to the requirements of equipment modernization. At that time, the international labor organization vigorously promoted MES training mode and German "dual system" in developing countries, and the core of employee training was to emphasize the systematic training of employees' operational skills. The author believes that operation skills are not necessarily the key to improve the overall technical ability of employees. In the technical training of industries with higher and higher degree of automation, we should highlight the mental skills that can restrict the quality of operation skills through scientific training. This research idea stems from Professor Feng Zhongliang's "structure-oriented teaching" and the former Soviet psychologist Gary Peilin's theory that intellectual action is formed in stages. They believe that mental skills are hidden and contracted, and they often exist in the minds of industry experts, so it is necessary to "externalize" expert experience. Cognitive psychology had just been introduced into China. Inspired by cognitive psychology, the author considers using oral report analysis technology to "externalize" the problem-solving mode of expert diagnosis in man-machine production activities. At that time, the idea of "establishing a mental model through the process analysis of the interaction between experts and the problem situation presented by the physical model" was put forward and verified by experiments. This applied basic research is carried out in Beijing Watch Factory, where the production equipment is highly automated. After five years, the theoretical model of psychological simulation has been gradually applied to training practice, forming an intelligent simulation training model.
Since then, this simulation training method of brain skills has been popularized in watches, sugar making, machinery, drilling, oil production, paper making and other industries. It has brought remarkable economic and social benefits to enterprises and proved its universal application value. This research achievement has successively won the second prize of National Excellent Book of State Education Commission 1992, the second prize of Scientific and Technological Progress of Ministry of Light Industry 1993, and the third prize of Scientific and Technological Progress of Petroleum Corporation 1994, 1997. Its application achievement was listed as a technical patent in 1992.
1.2 Research on Career Guidance Psychology
Zhou Jimei, a Chinese scholar, started the occupational psychological test in Tsinghua University in the 1920s, which can be regarded as the beginning of the research on vocational guidance in China. Since the reform and opening up, vocational guidance has been paid more and more attention, but due to the lack of systematic psychological theory guidance, vocational guidance is arbitrary. In the early 1990s, the author undertook the textbook "Career Guidance" compiled by People's Education Publishing House, and at the same time undertook the national key project of educational science during the Eighth Five-Year Plan (1992- 1996).
Through five years' experimental research on vocational guidance courses in middle schools, this task has been successfully completed. This study discusses the structure of vocational guidance textbooks for different types of middle schools, and compiles and officially publishes the Vocational Guidance Textbook for Ordinary High Schools, which has been listed as an elective course for senior high schools in China by the Department of Basic Education of the State Education Commission. A "professional psychological test system" is developed, which includes five subsystems: demand assessment, professional interest, professional personality, professional ability and test anxiety. The test method consists of paper-and-pencil test and computer test, which can provide services for career guidance institutions and job seekers respectively. This paper also explores the training law of using scenario simulation to improve students' interpersonal adaptability, and on this basis, summarizes a set of procedures, principles and methods suitable for vocational guidance in middle schools (Conyne, Shi 1999). Cross-cultural comparative research shows that organizational environment has an important influence on the formation of adaptive learning mode (Maher, Shi 1999). 1993, vocational guidance courses were piloted in various provinces and cities across the country. The textbook "Professional Ethics", which emphasizes vocational guidance, has been used in more than 0/00 technical schools in Beijing/KLOC. Experimental schools are located in 28 provinces and cities and 360 secondary vocational and technical schools, and the number of students participating in the experiment reaches about 24,000. The occupational psychological testing system has been tried out in vocational guidance centers or employment agencies in 13 provinces and cities nationwide, and achieved good promotion results.
1.3 Research on the management mode of employee retraining
The process of employee retraining activities includes five stages: analysis, design, development, implementation and evaluation, among which the evaluation of training needs is the key to the overall training plan. To this end, we have completed questionnaires on organizational analysis, task analysis and personnel analysis for management, and solved the methodological problems of key behavioral event interviews and group focus interviews based on competency characteristics, so that the formulation of employee retraining plans can better meet the needs of on-the-job training (Wang Peng, Shi Kan, 1998). On the research of retraining methods, we made a cross-cultural comparative study on the discussion learning method of the limited company, which originated from the interpersonal adaptation training mode of Hill( 1967) and Conyne( 1983). In this group activity, people not only realize the task function through task orientation and problem solving, but also form mutual participation among participants. In the 1980s, we also conducted a study on the interpersonal relationship of college students' classes (Huang Xiting, Shi Kan, 1984). However, is this LTD group discussion learning method originated from western culture suitable for adult training in China? Our cross-cultural comparative study reveals the similarities and differences between Chinese and American participants in task group discussions, and creates a set of methods (Conyne, Shi, 1999) suitable for China employees' group activities training, which are made into teaching videos by China Education Television and promoted by the Education and Training Center of the Ministry of Labor and Social Security.
In addition, the study of retraining transfer found that the leaders' time support and positive feedback can distinguish the intensity of training transfer to the greatest extent. These results have also improved our understanding of employee retraining management (Wang Peng, Shi Kan, 1998). Laid-off workers from state-owned enterprises are a special training group. For various reasons, they are often at a loss in the face of fierce competition in the job market. At present, the research on unemployment psychology abroad also emphasizes revealing the behavioral factors affecting re-employment and intervention countermeasures (Wanberg, Shi 1999). The results show that psychological factors such as cognitive attribution, emotional control, job-seeking self-efficacy and job-seeking coping of laid-off workers in China directly restrict their active job-seeking behavior, and further affect their success rate and stability in re-employment. According to this research result, we have compiled a special psychological counseling textbook for laid-off workers in Beijing Xicheng District Employment Service Center, taking the factors that affect the reemployment of laid-off workers as the content of psychological counseling, and conducted psychological counseling experiments to change the cognitive characteristics of laid-off workers, enhance their self-confidence, improve their job-hunting coping ability, and improve the success rate of laid-off workers' reemployment (Shi, Song, 1999), (2000). The research results have been affirmed by the Ministry of Labor and Social Security, and the Beijing Municipal Bureau of Labor and Social Security has promoted this re-employment psychological counseling model in Beijing.
2. Psychological research on personnel selection.
Personnel selection is another important field of human resource management psychology research, which has been applied to human resource management for many years. In recent years, we have mainly devoted ourselves to solving methodological problems such as structured interview and situation evaluation in personnel selection in complex special industries, and made some explorations in the evaluation of competency model of top managers.
2. 1 Research on interview detection method of military pilots
Because of the particularity and complexity of military pilots' professional activities and the high-level requirements for on-the-job personnel, the psychological selection of military pilots is more valuable. Since 1987, the Chinese air force has officially included psychological selection in the test project of recruiting flight students. This method has good predictive validity for measuring the psychological quality of flight students such as ability and personality. However, the evaluation performance of pilots in different places is not consistent. Through a variety of needs analysis, this paper reveals the pilot's strategy and cognitive model in interview test, and accordingly constructs the evaluation standard and method composed of activity observation, expert interview and situation evaluation. After field experiments and improvements in recent years, the predictive validity of the selection system has been improved, and this achievement has officially become the national standard for recruiting flight students in China (Zhang Kan, Shi Kan, etc. , 1999).
2.2 Research on psychological interview methods and evaluation criteria for astronaut selection
The methods and evaluation criteria of psychological talks in astronaut selection are sub-projects of the national 92 1 major project undertaken by the Institute of Psychology of Chinese Academy of Sciences and the Institute of Aerospace Medical Engineering. Its purpose is to provide a set of psychological interview methods and evaluation criteria with high predictive validity for astronaut psychological selection. The research results show that among the methods of psychological interview, expert interview is dominant, and methods such as picture projection, computer-simulated risk cognition and situation assessment play an important auxiliary role in expert interview, which can help to improve the validity of psychological interview to varying degrees, while computer-aided evaluation system can improve the consistency of raters and the analysis efficiency of evaluation system (Cheng Lehua, Shi Kan, 1996). The system also provides new ideas, methods and application prospects for talent evaluation in other fields, especially for comprehensive evaluation of key occupations. At present, the astronaut training research related to this project is under way, and this project won the second prize for scientific and technological progress of the General Armament Department of China People's Liberation Army (Shi Kan et al., 1998).
2.3 Research on Competency Evaluation of Top Managers
Competency refers to "the potential deep-seated characteristics that individuals can distinguish outstanding performers from ordinary performers in a certain job (or organization or culture)". Our research hypothesis is that the competency model of top managers contains a small amount of threshold competencies (middle and lower managers need to have more knowledge and skills), and differentiated competencies should be highlighted, which is the key to the quality evaluation and development of top managers. Through interviews with behavioral events, this paper reveals the competency model of top managers in the information industry (Shi Kan, Wang Cheng, 1998) and constructs a comprehensive evaluation system for top managers in China. Since the early 1990s, this competency model has been used in the civil service examination of the Ministry of Personnel and the formulation of professional skill appraisal standards of the Ministry of Labor. In recent years, this evaluation model has played an important role in the construction of structured interview question bank for senior management cadres of the Central Organization Department, the open recruitment of "double-high-quality talents" (senior management talents and senior technical talents) in Beijing, and the internal competition evaluation system of a series of large state-owned enterprises, such as China Telecom, China Mobile and public transport system (Shi and Li, 2000).
3. Research on organizational change and development.
Organizational change is a new problem faced by human resource management in recent years. All kinds of organizations must adjust their structures in time to adapt to competition. Therefore, the development of human resource management from individual level to organization level has become one of the new hot spots in our research in recent years.
3. 1 Psychological Research on Organizational Structure Adjustment of State-owned Enterprises
Due to the influence of informationization and economic globalization, the organizational structure adjustment of state-owned enterprises, scientific research units and other types of enterprises has become an unavoidable fact. Under this background, we undertook the emergency response project of the Management Science Department of the National Natural Science Foundation, "The change of employees' mentality and management countermeasures in the structural adjustment of state-owned enterprises", and made some systematic explorations on the psychological problems in the structural adjustment of state-owned enterprises, the decision of managers to lay off employees, the quality of work and life, and the management of scientific and technological innovation. This study investigated the employees of 24 state-owned enterprises in 12 provinces and cities. The survey found that arbitrary or simple layoffs will inevitably lead to employees' unstable mentality at work, and lack of communication will lead to employees' dissatisfaction with the unit and loss of trust. If the above problems are not handled well, reducing staff may not improve efficiency (Shi Kan, 2000). Then, through the questionnaire survey, case analysis and focus interview of 322 managers and employees who participated in the layoff decision-making, the decision-making model of state-owned enterprise managers proposed in this study was verified from many aspects. The results of group focus interviews show that layoffs in state-owned enterprises are more controlled by superior administrative factors, and managers' own factors, especially external competition strategies and group maintenance, need to be improved urgently (Shi Niu 2000). We also investigated the influence of quality of work and life on employees' participation in reform through cross-cultural comparative research. Compared with other countries, education reform has a more positive impact on teachers' time utilization and career development in China, and personal career development is an important factor affecting teachers' evaluation of education reform in China.
3.2 psychological research on scientific and technological innovation management
Starting from 1997, China Academy of Sciences began to implement the "knowledge innovation project", and the organizational structure adjustment of scientific research institutions has its own uniqueness. We made a special investigation and study. It is found that the workers in scientific research units, as "white-collar workers", should pay special attention to communication, early communication, adoption of reasonable suggestions and adaptive transformation (Survey, 2000).
In addition, according to the needs of scientific research performance management, empirical studies have been carried out on the management behavior evaluation of legal person annual salary system, time management of scientific research personnel, and the construction of innovative culture (Shi Kan, Cao, etc. , 2000, Shi Kan, 200 1). The above survey results reveal the same trend of organizational change in scientific research units in China: organizational change in China is more influenced by the instructions of the government and superiors, and the imperfection of social security system will hinder the process of change. In the process of change, we must pay attention to communication and exchanges with employees and pay attention to gradual changes. From these analyses, we can also see that China's traditional culture, social background and historical factors have a special influence on the reform, which urges us to explore the psychological and behavioral characteristics of social and economic transition from the organizational level.
4. Research prospect
Since 1978, Chinese psychologists have systematically introduced foreign theories and methods of management psychology, and successively completed the basic construction of management psychology, which not only shortened the gap with developed countries, but also enriched the knowledge system of international management psychology and made great progress. In applied research, according to the needs of national scientific and technological progress and social and economic transformation, a series of important scientific research topics have been completed in recent years, resulting in great social and economic benefits. 2 1 century, how should China's management psychology develop? How can we keep pace with international industrial/organizational psychology and meet the development goal of national modernization? The author thinks that the overall development trend and task of China's management psychology research is: according to the requirements of economic globalization and informatization, based on the cultural, historical and social background of China, to carry out the research on people's psychological behavior in the social and economic transition period. Based on this, the corresponding psychological behavior explanation and prediction model is constructed, which provides scientific basis and countermeasures for the decision-making and development of our government, enterprises and other organizations.
Strive to build China's management psychology into an applied basic discipline in the field of international industrial and organizational psychology, which has a significant impact on China's social and political life and economic development before 20 15. Some qualified management psychology research universities or research units in the United Nations will be built, and the international advanced management psychology research base and the training and training base for senior scientific research personnel in management psychology will be built. At the same time, make full use of the overall disciplinary advantages of management psychology in China, face the forefront of international research and the main battlefield of China's economic construction, and make great contributions to national economic development and government decision-making. Therefore, the following management measures are suggested:
First, increase the investment in theoretical research of management psychology, stabilize the research and teaching team through funding of major projects, attract foreign talents, and serve the development of theoretical research of management psychology in China in various ways.
Second, according to social and economic transformation, informationization or national security goals, major management decision-making projects are organized in a timely manner, so that the research results of management psychology can directly serve the government's decision-making.
Third, strengthen the scientific demonstration and project process management of the major projects of management psychology invested by the Ministry of Science and Technology and the National Foundation of China, especially have special preferential policies to avoid localism and fragmentation. It is suggested that scientific project bidding and process management methods should be adopted to promote cooperation among various departments.
Fourthly, we should fund the establishment of a national open laboratory of management psychology, improve scientific research conditions, vigorously support high-level international cooperation and exchanges, and promote the overall development of management psychology in China.