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Human resource management (HRM) is a strategic and consistent method to manage the most valuable assets of an organization-individuals and collectives who work there and contribute to the realization of enterprise goals. [1] The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" to describe the personnel management process in an organization. [1] Human resource management has developed rapidly. Human resource management is not only an academic theory, but also a commercial practice, which involves the theory and practical technology of managing labor force.
characteristic
Its features include:
personnel management
personnel management
Manpower management
Industrial management [2][3]
But these traditional expressions are becoming less and less common for theoretical disciplines. Sometimes even industrial relations and employee relations are confused and listed as synonyms, although these usually refer to the relationship between managers and workers in the company and the behavior of workers.
Theoretical disciplines are mainly based on the assumption that employees are individuals with different goals and needs, so they should not be regarded as basic business resources, such as trucks and filing cabinets. The field holds a positive view of workers, believing that almost everyone wants to make effective contributions to enterprises, and the main obstacles to their efforts are lack of knowledge, insufficient training and process failure.
Human resource management is regarded by practitioners in this field as a more innovative view of workplace management than traditional methods. Its technology forces managers of enterprises to express their goals concretely, so that they can be understood and undertaken by employees and provide them with the resources needed to successfully complete their tasks. Therefore, human resource management technology, when correctly practiced, expresses the overall goal and business practice of the enterprise. Many people also believe that human resource management plays a key role in reducing organizational risks. [5]
Synonyms such as personnel management are usually used to describe activities such as recruiting employees, providing employees with wages and benefits, and managing employees' work and life needs in a narrower sense. Therefore, if we turn to the actual definition, Torrington and Hall (1987) define personnel management as:
"A series of activities: first, make workers and their employer organizations reach an agreement on the goal and nature of their working relationship, and second, ensure that the agreement is fulfilled" (page 49).
Miller (1987) thinks that human resource management involves:
"..... involves the decisions and actions of employees at all levels of the enterprise, as well as those related to the implementation of strategies aimed at creating and maintaining competitive advantages" (page 352).
Academic theory
The goal of human resource management is to help organizations achieve strategic goals by attracting and retaining employees and managing them effectively. The key word here may be "fit", that is, the human resource management method seeks to ensure the fit between the employee management of an organization and the overall strategic direction of the company (Miller, 1989).
The basic premise of the academic theory of human resource management is that people are not machines, so we need to conduct interdisciplinary review of people in the workplace. Such as psychology, industrial engineering, industrial and organizational psychology, industrial relations, sociology and critical theory, post-modernism and post-structuralism play a major role. Many colleges and universities offer bachelor's and master's degrees in human resource management.
A widely used scheme to describe the role of human resource management, developed by Dave Ulrich, defines four areas for human resource management functions: [6]
Strategic business partner
Change promoter
Employee champion
manage
However, nowadays, many human resources functions are difficult to surpass the roles of administrative management and employee supporters, and are regarded as passive partners of top management, rather than strategic active partners. In addition, it is difficult for human resources organizations to prove how their activities and processes add value to the company. Only in recent years, human resources scholars and human resources professionals have begun to pay attention to developing models that can measure whether human resources are value-added. [7]
Criticize academic theory
Postmodernism plays an important role in academic theory, especially critical theory. In fact, Karen Legge debated whether human resource management is a modernist project or a postmodern discourse in Human Resource Management: Rhetori cs and Realities (Legge 2004). In many aspects, whether critical or not, many authors think that human resource management itself is an attempt, trying to change from the modernist personnel tradition (people as machines) to the postmodern view of human resource management (people as individuals). Criticism includes the view that because "man" is the subject, we should realize that man is complex, and only through various channels can we understand the world. Man is not a machine, no matter how people try to change it, such as Fordism/Taylor Doctrine and McDonald's (modernism).
Critical theory also questions whether human resource management pursues "attitude shaping" (Wilkinson 1998), especially when considering authorization, or more accurately, pseudo-authorization-as the critical viewpoint points out. Many critics point out that in many ways, treating people as machines is more a deviation in language (discourse) than a real attempt to know people in human resource management.
Critical theory, especially postmodernism (post-structuralism), recognizes that the subject is complex because it is a person in the workplace, so the simple concept of "the best way" or a single view of the subject is too simple. It also considers the complex themes of power, power games and office politics. Power in the workplace is a huge and complex topic, which is not easy to define. This makes many critics think that managing "masters", consultants, "best practices" and human resource models is often too simple, but in order to promote an idea, they are simplified, and often lead the whole management to fall into the trap of oversimplifying relationships.
Business practices
Human resource management includes several processes. They should achieve the above goals together. These processes can be performed in the human resources department, but some tasks can also be outsourced or performed by line managers or other departments.
Labor force planning
Recruitment (sometimes divided into attraction and selection)
Induction and orientation
Skill management
Training and development
personnel management
Wage or salary compensation
time management
Travel management (sometimes assigned to the accounting department, not the human resources management department)
Payroll (sometimes assigned to accounting instead of human resource management)
Employee welfare management
Personnel cost plan
performance evaluation
occupation
There are many kinds of occupations in the field of human resource management. There are generalists in human resources management, such as human resources assistants. Some occupations involve hiring, recruitment and placement, which are usually completed by interviewers, EOE (Equal Employment Opportunity) experts or university recruiters. Training and development majors are usually conducted by trainers and orientation experts. Compensation and benefits tasks are handled by compensation analysts, salary administrators and benefits administrators.
Professional organization
Professional organizations in Human resource management include Human Resource Management Institute, Chartered Institute of Personnel and Development (CIPD), International Human Resource Public Management Association (HUMAN HR) and Canadian International Personnel Management Association (HUMAN Canada). Nepal Management Association
Human resource management refers to the management work in order to complete the tasks involving people or personnel in management work.
Human resource management includes: job analysis; Formulate manpower demand plan and personnel recruitment; Training and development; Salary and welfare management, performance evaluation; Labor relations management and so on.
More and more attention has been paid to human resource management. Under the mature economic system, human resource management must cooperate to strive for the best resource efficiency. The inappropriate manpower is matched with the inappropriate post, and the resource efficiency is not at all, and it may even be lost. Modern economy emphasizes balance and coordination to improve management efficiency and quality. Need to balance human resources. The content is to establish the framework of human resources and use the most suitable people to do the most suitable work. Establish a human resources platform as a channel for communication and information collection, integrate opinions of all parties, and handle matters such as salary and benefits. The most important thing of human resources is training and development, and human resources development must invest in training to give full play to the potential of human resources at all levels.
A brief history of development
In the real world, the development and history of human resources in different countries are different. Generally speaking, the academic development of human resource management has experienced: personnel management, human resource management and emerging human capital management. As long as it is different, it lies in the change and development of the concept of treating employees in companies and enterprises.
In the personnel management stage, the personnel manager's job is to manage the welfare of employees and the legal procedures with trade unions. The top management of the company regards the activities of the personnel department and employees as a large number of pure expenses of the company, and tries to cut these expenses as much as possible. The company does not actively support the activities of the personnel department.
In the stage of human resource management, employees of enterprises are regarded as value-added assets of enterprises, and they are developed in order to give full play to their potential. Human resources departments make full use of job analysis, position analysis, position overview, personnel selection and recruitment, staff training and other activities to improve the work efficiency of employees, thus increasing the effectiveness of enterprise management and operation. When a company implements the human resource management strategy, the human resource department will be included in an important part of the company's strategic plan. Company's future development, market expansion, new product research and development, etc. All these require the support, coordination and cooperation of the human resources department. Human resources are regarded as a strategic means to improve the competitiveness of the company. In addition, human resource management is to assist the company to motivate employees, through some material satisfaction and some economic rewards, to increase employees' sense of belonging to the company, improve employees' morale and reduce employees' dissatisfaction with their work. High morale will make the work more efficient and smooth, and ultimately the company and employees will benefit from it.
In the stage of human capital management, the basic responsibilities of human department are still similar to those in the period of human resource management, but employees in enterprises are no longer regarded as assets with development potential, but as capital that companies can use. The activities of human resources department are quantified and linked to the profit rate of the company, which is also the main means to measure whether employees and departments work effectively.
major function
The main functions of human resource management include: personnel recruitment; Training and development; Salary and welfare management.
Personnel recruitment:
Personnel recruitment is also called personnel recruitment. Mainly based on the short-term and long-term business needs of organizations (companies, governments, non-profit organizations, etc.). ), make a personnel demand plan and complete the organization's personnel demand through various recruitment methods.
Personnel recruitment mainly involves personnel planning, resume collection, selection, employment and employee induction training.
Training and development:
Training and development is mainly to improve the skills of employees through some training and development techniques and means to adapt to the changes in technology and knowledge in the company's business environment.
The main technologies and means are:
Training, on-the-job training, on-the-job rotation, continuing education, planning, consultation and discipline.
Wage; Welfare management:
Internal and external conditions of human resource management
External conditions of human resource management
Labor legislation
Labour market
Local culture
Internal conditions of human resource management
Enterprise management strategy
Degree of internationalization
Organization of human resources department
There are three ways:
Functional organization setting
Labor force planning
Manpower procurement
Training and continuing education
Wages and salaries
Social undertakings
Object-oriented organizational setup
Technical staff
administrative staff
Administrative level
intern
Mixed model