Corporate culture is gradually formed and developed in the long-term production and operation process, based on the business philosophy with enterprise characteristics, and the externalized corporate code of conduct, moral standards, customs and traditions are organically unified. It can be divided into three levels: enterprise spirit culture, enterprise system behavior culture and enterprise image material culture. The core of corporate culture is corporate spirit culture, that is, its values and ways of thinking.

The guiding role of corporate culture in human resource management mainly refers to the guiding role of corporate values and ways of thinking. The possibility of combining corporate culture with human resource management also lies in the dual characteristics of corporate culture (such as? Haineng, 1990). Corporate culture, the unique values and codes of conduct of enterprises, consists of some specific values and ways of thinking related to enterprises (such as customer first, quality first, no best but better, etc.). ), on the other hand, it is also the result of social culture, values and ways of thinking that individuals bring to enterprises in the process of socialization.

Corporate culture is a subculture. When employees enter the enterprise, they are not abstract natural people, but social people with certain opinions, beliefs and values, which is a remarkable feature that human resources are different from material resources, financial resources and natural resources. In other words, human resource management in enterprises is faced with socialized people.

Corporate culture-oriented human resource management is to organically combine these two aspects of corporate culture and the two-way generation process to form a better corporate culture, which is conducive to the effective management of human resources. The concrete form and process of human resource management oriented by enterprise culture.

First, the orientation of corporate culture, especially corporate values, began at the recruitment stage. Enterprise human resources managers should let potential employees know about the enterprise culture, especially the basic values, principles and purposes of the enterprise through purposeful public relations activities and advertising. Next, it is necessary to analyze and judge whether the candidate's value tendency is consistent with the enterprise's value system through reasonable testing methods.

Secondly, we should train new employees in corporate culture, that is, induction education. The usual practices are as follows: First, conduct education on rules and regulations and rewards and punishments; The second is to educate the history of enterprise development and accept the good tradition of this enterprise. The third is to enter? Quot investigation on the practical teaching of "mentoring system" This kind of pre-job training and induction education is very important for guiding the values of employees in new enterprises. At this stage, different values and ways of thinking will collide fiercely, and there will be clear and strong feelings and impressions about the problems existing in the enterprise. Although there is one-sided intuitive perceptual knowledge, it overcomes the ignorance and even indifference of employees in old enterprises. Listening carefully to the opinions of new employees, summarizing and analyzing them, and finding out reasonable factors to absorb them will not only make new employees accelerate their recognition of the existing cultural values of the enterprise, but more importantly, inject new vitality factors into the enterprise culture. This is an interactive process of corporate culture and social culture through human resources.

Third, cultivate the enterprise spirit of enterprise employees in the process of using human resources. Enterprise spirit is the core of enterprise culture, that is, the embodiment of enterprise values and beliefs. It requires dedication, unity and cooperation, people-oriented, innovation and the pursuit of Excellence. For example, it is required to respect employees' rights, treat every employee fairly, including those who have made mistakes or even been fired, encourage employees to participate in enterprise management and decision-making, protect employees' labor safety and legitimate rights and interests, strengthen communication between managers and managed people, and form harmonious interpersonal relationships, including labor relations, and guarantee employees' wages and benefits, and so on.

In short, in the allocation and assessment of human resources in enterprises, it is necessary to cultivate the entrepreneurial spirit of employees and form a harmonious and dynamic organizational goal consistent with the self-realization of employees' values, interests, culture and spirit.

Fourthly, the media form of corporate culture in human resource management.

Any culture must play its role through sensory media, and so must corporate culture. The media forms of corporate culture in human resource management mainly include:

First, a good enterprise environment and high-quality products and services have a subtle effect on employees, which requires enterprise managers to establish a good corporate image externally and create a beautiful production and working environment internally;

Second, enterprises carry out symbolic corporate celebration ceremony, etiquette, commemoration and other activities;

The third is to publicize the unique language, slogans, slogans, anecdotes and "myth" stories of enterprises. The unique slogan is concise, easy to understand and remember and easy to spread.

Fourthly, the human resource managers of enterprises should establish the heroes and legends of their own enterprises. Because the power of an example is intuitive and emotional, he/she clearly tells people what the enterprise is advocating and encouraging, and the employees of the enterprise also know what they should do. This is also a "tree-typical" method, and the typical characters who seek truth from facts will have a vivid appeal. If entrepreneurs practice themselves and become typical figures in corporate culture, they will better play the guiding role of corporate culture. In short, human resource management under the guidance of corporate culture will make human resource management more efficient, and the two are mutually reinforcing management activities.

Corporate Culture and Human Resource Management

The foundation of corporate culture comes from the philosophy of the founder (no matter how hazy at first), which we call management philosophy. This concept has a strong influence on the value standard of employees in enterprise management activities; Create and maintain an atmosphere through top management activities-what kind of behavior is acceptable and what kind of behavior is unacceptable. How to make employees identify with corporate culture depends on two aspects: selecting employees with the same corporate value standards and training new employees to adapt to the requirements of corporate value standards.

Human resource management plays a very important role in the creation, maintenance and dissemination of corporate culture: establishing a value evaluation system, formulating a value-oriented policy, selecting employees, and disseminating corporate culture through training.

What is the significance of enterprise culture in enterprise management? What kind of role does it play? Let's look at the following case first:

Wal-Mart is the most successful business enterprise in modern American business. Established in 1962. Before 1980, the annual sales amounted to $2.4 billion, which was less than 12% of Sears' sales. But in 1980s, Wal-Mart's annual turnover increased by 25% every year. At present, its annual sales amount to $40 billion, surpassing Sears Ade Kmart and becoming the largest retailer in the United States.

Wal-Mart sells the same goods as other peers. Why can it succeed? One of the factors is that Walton Company, the founder of the enterprise, initially chose the correct growth strategy: establishing adjacent sales outlets in small towns with fewer competitors, which is convenient for dealers to supply. But the real secret of Wal-Mart's success is its corporate culture. The corporate culture founded by sam walton has become a recognized value standard for 350,000 employees. This culture emphasizes quality, low consumption and customer service. In the enterprise, Wal-Mart encourages employees at all levels to take risks and innovate, and treats employees like their own partners. There is a short story to illustrate this corporate culture.

In 1985, John, an assistant store manager in Alabama, made a very stupid mistake. He ordered 4-5 times as much dessert as the store needed. If this happens, the heads of other enterprises will be dismissed. But not at Wal-Mart. The manager of the store told him, "John, use your imagination and think of various ways to sell it." John's answer: The first world championship for eating moon cakes was held in the parking lot near his shop. The promotion was very successful, and this activity has become an annual traditional activity of the store.

First, standardization-the pioneer of corporate culture

Observing enterprises from a cultural perspective is a new thing in the past twenty years. In 1960s, organization was regarded as a tool to coordinate and control a group of people, and it tied all departments together with power lines. But the truth is that an organization has more meaning, and it has the same personality as people. The personality of an organization is stubborn, flexible, hostile, friendly, open or conservative. Comparing two enterprises with the same organizational structure, in the same region and engaged in exactly the same business activities, there must be different "feelings" and personality characteristics. In 1970s, organizational theory began to realize the important role of culture in organizational members. Interestingly, corporate culture, as an independent factor affecting employees' attitudes and behaviors, originated from the standardized concept in the 1920s and 1930s.

Standardization enables members of organizations to have a * * * understanding of what is appropriate, basic and meaningful behavior. When an organization stylizes the system, its function is to turn the behavior pattern generally accepted by the members of the organization into the self-behavior of the members. And this is exactly what corporate culture should do.

Second, the definition of enterprise (organization) culture

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