The difference between modern human resource management and traditional personnel management (1) The background of modern human resource management and traditional personnel management is different. Traditional personnel management came into being with the emergence and development of social industrialization. At the beginning of the 20th century, personnel management departments began to appear and experienced a development process from simple to complex. In the early stage of social industrialization, there is no difference between the management of people and the management of material resources. In a long period of time, despite the continuous development of social economy and the progress of science and technology, the basic functions and functions of personnel management have not changed much, but the division of labor is more detailed and the organization and implementation are more rigorous than before. However, human resource management came into being and developed under the historical conditions of rapid development of social industrialization, high development of science and technology, high humanistic spirit, strengthened competition and cooperation, especially the leap of social and economic quality. It is generally believed that human resource management began after 1970s. From traditional personnel management to modern human resource management, this change is manifested in the understanding of people and material resources: people are no longer an appendage of material resources, or people are regarded as a special resource different from material resources. In the theory of human capital, some scholars argue that human capital owners should share the residual profits of enterprises by virtue of their property rights, precisely because of the particularity of human resources, because human resources have subjective initiative. In a word, the different development of society, economy and science and technology determines the important difference between traditional personnel management and modern human resource management.
(2) Modern human resource management and traditional personnel management have different understandings of people. Personnel management regards human labor as a kind of consumption or cost in the process of organizing production. In other words, production costs include both material costs and labor costs. This kind of understanding seems reasonable, but it simply equates people with material resources, that is, there is no difference in concept between people and material resources. Therefore, the traditional personnel management mainly focuses on how to reduce labor costs, correctly select people, improve the efficiency and productivity of personnel, and avoid the increase of labor costs. Does modern human resource management regard people as? Human capital? Through effective management and development, this kind of capital can create higher value and bring long-term benefits to the organization, that is, human capital is value-added capital. The fundamental difference between this understanding and traditional personnel management is that traditional personnel management regards people as a passive factor to adapt to production; Modern human resource management regards people as active capital to actively transform the material world, promote production development and create material and spiritual wealth and value, which can be added.
(3) The basic functions of modern human resource management are different from traditional personnel management. The function of traditional personnel management is basically specific transactional work, such as recruitment, selection, assessment, personnel flow, management of wages, benefits, personnel files, and implementation of personnel rules and regulations. Generally speaking, traditional personnel management functions are concrete and technical affairs management functions. The function of modern human resource management is quite different. This is a complicated social system engineering. Modern human resource management has strategic management functions, such as planning, control, forecasting, long-term development, performance management, training strategy and so on. There are also technical management functions, such as selection, assessment, salary management, personnel flow management and so on. Generally speaking, the function of modern human resource management is systematic, strategic and remote in time, and its management vision is much broader than that of traditional personnel management.
(4) There are essential differences between modern human resource management and traditional personnel management in organizations. Traditional personnel management is limited by its transactional and tactical content, and it is difficult to involve the overall and strategic issues in the organization, so it is often regarded as a pure service work that does not require specific professional and technical knowledge. The former president of 7-up Company once said that the personnel manager is often regarded as a smiling and good-natured person, and his job is to organize some activities and seek some benefits for everyone. Modern human resource management is more strategic, systematic and forward-looking. It has changed from administrative employee control to a series of streamlined management processes, which are oriented by organizational strategy and aimed at improving organizational competitiveness, including planning, development, incentive and evaluation. Modern human resource management is separated from the framework of pure business management and technical management activities. It has become a decisive content in organizational strategy and strategic management to formulate human resource planning and strategy according to organizational strategic objectives. The main feature of this change is that the head of the human resources department appears among the top leaders of the organization, and some people are the top leaders of the organization.
The development trend of human resource management (1) In order to cope with the rapid changes in science and technology, the demand for professional technology will continue to increase. For nearly half a century, due to the continuous innovation of science and technology, it has had an immeasurable impact on the whole world, covering political form, economy and culture. At many levels, it has also led to changes in the types of human use. Because of this change, we began to use and enjoy the convenience of many high-tech products, but professionals who are familiar with these products and these high-tech products must be equally classified and refined, so the professional requirements for personnel will become the focus of manpower demand.
(2) Employees will receive more training. In the United States, for example, the training opportunities of women and temporary workers, part-time workers, older employees and other ethnic minorities are far less than those of the main white male employees. Such a gap will lead to conflicts in the workplace because of the gap in academic qualifications. In the future, the level of training will be more extensive, and it will also develop in the direction of cultivating all-round workers.
(3) Institutional changes will affect the scale of training funds, constantly promote new changes in the economic environment and pattern, and the pressure brought by such changes will also affect the frequency and scale of education and training. Traditionally, the top 500 enterprises in the United States allocate a fixed sum of money for training activities every year, and its scale is directly proportional to the size of the organization. In other words, if the organization shrinks due to the environment, its training scale will also shrink. This is the case now. In the past, when the organization flourished, employees had a considerable sense of identity with the organization's vision, and it was common to provide more training activities. Once the scale of the organization changes from big to small, the training will also shrink.
(d) The scale and role of the training department will change dramatically. First, the outsourcing of training will gradually increase. Considering the cost and professionalism, it is not cost-effective to allocate the cost of the training department to multiple institutions. Now that external resources are readily available, such changes must involve the role and positioning of the training department. Therefore, the second is that the training department will change from the traditional training department to the consultant, that is to say, the training department must assume the responsibility of promoting the future development of the organization, and walk in the forefront of organizational development with the role of consultant combined with the vision of an institution.
(5) The development of science and technology will revolutionize training methods. At present, the traditional classroom training method is still the mainstream, but the method based on high-tech products will develop very rapidly. The progress of hardware equipment, the vigorous development of computer network, multimedia teaching and video conference. These high technologies will bring faster training with amazing potential, make education and training closer to employees' workplaces (such as distance learning), and bring more direct and rapid results.
(6) The training department will change the new service mode. In the United States, the training and human resources development departments are inevitably affected by changes in the whole organization, such as layoffs, restructuring and downsizing. At the same time, it is also forced to be closer to the employee's workplace to reduce the training cost. In other words, it is necessary to use the resources in the existing training environment more effectively. Therefore, in the future, employees will not be transferred from departments for long-term training, but will consider the working places of nearby employees, which further proves the importance of OJT system.
(vii) Training professionals will focus on improving performance. Training will be more focused and closer to the organization's goal, that is, the realization and improvement of performance. In the fierce global competition, organizations pay close attention to the changes in the situation and strictly examine whether each work and process has brought positive impact on the company's strategy and organizational goals, which obviously includes the training department. Therefore, the focus of professionals will shift from the number of courses to the improvement of personal and organizational performance.
(8) The integrated high-performance work system will produce a large number of reorganized organizations, hoping to play more functions. Therefore, at the same time, we regard the training department as a general business unit, re-examine its role and measure its achievements; In addition, how to assist the reorganized project team and departments to cooperate with each other in the best way will be the focus of future training.
(9) The idea of transforming institutions into learning organizations will become a trend, and more and more companies will develop in this direction in the future. Many organizations will be knowledge-based, so? Study? Will be promoted to different levels, such as individuals, project teams, departments and so on.