First, flexible allocation of human resources. On the one hand, except for the four major discriminatory acts, the American government basically does not impose restrictions, and its arbitrary employment policy still plays a leading role. This loose policy laid the foundation for the high mobility of American employees in the domestic market. On the other hand, the labor market in the United States is very developed and the competition in the labor market is extremely fierce. Enterprises and individuals have full freedom of choice. Through this two-way choice flow, the optimal allocation of individuals/positions in the whole society can be realized.
The second is institutionalized management based on detailed division of labor. The biggest feature of American enterprises in management is the extremely fine division of responsibilities. This division of labor improves the management efficiency and reduces the management cost, which is the foundation of modern enterprise management, and also lays the foundation for the high specialization of American companies, especially for the recruitment, assessment, salary formulation, bonus distribution and position promotion of employees. The professional management of the company has played a strong monitoring role in the evaluation of professional managers in all walks of life. This is also one of the main reasons why major commercial and investment banks in the United States can avoid heavy losses in the financial crisis.
Third, spare no effort in the staff training system. American companies attach great importance to employee training, especially professional knowledge training. The main ways are: short-term training within the company, training sent by enterprises, on-the-job learning, and the company will spare no effort to send potential managers to participate in business classes for senior managers. But generally speaking, American enterprises also pay more attention to the short-term training of senior managers, and the proportion of expenses spent by large companies in this training is quite high every year.
Fourth, the wage system based on strong material incentives. The basis of internal salary setting in American companies is job division, different levels of work, different professional jobs, managers with different positions and experiences, different professional requirements and different salary levels, which shows strong rigidity. In the human resource management in the United States, it emphasizes the individual as the center, emphasizes the value of the individual, and mainly takes the individual as the incentive object. Therefore, when making policies, the company pays attention to the connotation of work and its contribution to the company's operating efficiency, and the basic goal is to stimulate the enthusiasm of employees. Moreover, there are many names in the reward system, especially for senior managers. The president's annual income (including bonus) can even reach tens of millions, which is hundreds of times the salary of ordinary employees. These bonus plans have played a great role in encouraging middle and senior leaders to realize their self-worth, work hard, be proactive and constantly increase the company's income and value. But this rigid wage system is based on the pure rationality between employees and enterprises, and the relationship between them is completely contractual, which will inevitably lead to the opposition of labor relations. Generally speaking, American companies are typical functional economic institutions, and the mainstream of their management mode still belongs to management technology.