First, the innovation of human resource management model
Second, the company's labor market image
Third, the change of organizational structure.
Fourthly, the globalization of human resource management.
Fifth, the government is more involved in human resources practice.
6. Liberalism and Value Diversification
Due to the contribution of human capital theory, we understand the importance of human resources development to a country's economic growth, and also understand the decisive role of macro-policies in the effect of human resources development. However, effective human resources development only increases the stock of human capital, and its impact on economic performance depends on how to revitalize this stock, that is, how to effectively allocate human resources at the micro level. The problem involved is human resource management. Facing the surging tide of the new century, enterprises will face unprecedented severe challenges. As an important tool to gain competitive advantage, human resources are also facing unprecedented challenges.
First, the innovation of human resource management model The traditional human resource management model can be roughly divided into two categories: the western model represented by the United States and the eastern model represented by Japan. The western model pays attention to the external market, with high liquidity and rigid remuneration; Oriental model focuses on internal training, such as employee education, training, team participation in management, etc. Historically, these two models have been proved to be effective, but later they have been proved to have certain defects. So in the future, what kind of human resource management model will be of great help to the success of enterprises in the international competitive environment? It can be predicted that due to the improvement of international trade liberalization and the intensification of economic globalization, the competition in the international market will be unprecedentedly fierce. The changeable market requires enterprises to respond quickly, so it is necessary to fundamentally change the oriental model to adapt to the increasingly competitive market; On the other hand, enterprises in a fiercely competitive and rapidly changing market, if not highly dispersed, are bound to be slow to respond to the market and miss unlimited business opportunities. The premise of a high degree of decentralization must be guaranteed by employees' good knowledge, skills and technical literacy, high sense of responsibility and consciousness. From this point of view, the western model can not be copied, but we must pay attention to absorbing workers to participate in management, protecting the interests of employees, strengthening the training of employees, and improving the learning ability and adaptability of enterprises to the environment, as Japanese enterprises have done.
Second, the company's labor market image In addition to the company's goodwill and product brand, the company's good image in the labor market can also contribute to the corporate image, but our image here does not mean the image of the company to customers, but refers to the image of the company to employees and potential employees. There is no doubt that a good "image" can make enterprises have stronger cohesion and labor market competitiveness, and it is easier to attract outstanding talents. As far as the competitiveness of human resources is concerned, it depends on three factors: the attractiveness of the company to recruiters and existing employees, the number of potential labor suppliers in the market, and the matching degree between the labor cost that the company can pay and the existing labor market price. If an employee finds that the company's salary, workplace, organizational atmosphere, promotion opportunities, work safety and working conditions are more attractive than other companies, then new employees with relatively high quality will come and old employees will be willing to continue working. After a period of accumulation, these factors will be integrated to form the company's labor market image. Of course, a good image is the company's assets, and a bad image is the company's liabilities. For example, if a company forms the image of regular layoffs, it will encounter trouble when competing with other companies for employees, especially those who are relatively scarce. Therefore, in today's fierce competition for talents, establishing a good image of the labor market is an aspect that should be paid attention to in enterprise human resource management. In fact, many enterprises may have overlooked this point. We should know that "goodwill" is a fragile commodity, and the image of the labor market is also a fragile commodity.
Third, the change of organizational structure The traditional organizational form of enterprises is a vertical integration model represented by linear systems. The bigger the company is, the more functional levels will be created. Too many levels will divide employees into different levels, resulting in bloated institutions, bureaucracy and low efficiency, which will bring very high organizational operating costs. The development and application of information technology, especially computer and network technology, provides technical channels for shortening information transmission and improving organizational performance. It can simplify the organizational structure and reduce the functional level, so the organization tends to be flat. In fact, flattening is not an unprecedented new trend, it is only a trend in the 1990s. It has been suggested that modern organizations may be completely flattened or infinitely flattened. For example, the office automation realized through the network enables employees of any stratum and any department to have direct contact, so that the information channel of the organization is not only vertical and horizontal, but also extends to multiple dimensions until infinite dimensions. This view is biased to some extent. First of all, if we simply look at the depth and breadth of information communication, information technology can undoubtedly achieve "communication without boundaries", but it may also lead people into an explosive ocean of information, and may also delay decision-making and affect work efficiency because of excessive pursuit of communication and harmony. Secondly, good information communication and exchange is only an important factor to make the whole management system work efficiently, not all. In other words, the flattening of the organization may create a successful enterprise, but there are more than one factor for the success of the enterprise. Finally, the flat organization is also a challenge to the talents themselves. In this new organizational model, its members' professional skills, analytical ability, adaptability and adaptability have been challenged as never before. If the stock of human resources in the whole society can't match the trend of flat organization, one-sided pursuit of new trends will only make enterprises pay more human costs. The wide application of the Internet in the commercial field makes it possible to cooperate through the network, and virtual organizations appear. This organization may be established for a project or a theme, or it may be dissolved later. In fact, this kind of organization is different from the traditional organization and has become a team with clear functions but relatively vague hierarchy and boundaries. In the virtual organization, the information flow is multidimensional, fast and efficient, and its organizational structure is flat, grouped and divided into periods. These trends in organizational structure are expected to reduce the transaction costs of organizations and improve the efficiency of information flow. However, this also requires the informatization construction and transformation of enterprise human resource management to adapt to this development trend. Enterprises must establish the concept that the benefits of information construction investment far outweigh the costs, and a good organization that adapts to the modern economy must be a highly information-based organization.
Four. The globalization of human resource management is an irresistible trend of economic globalization, and the globalization of enterprise management is also on the rise.
The main reasons for management globalization are:
● More and more international mergers and acquisitions have formed more global enterprises.
● More and more companies are doing overseas business and forming multinational companies.
● Internet-based e-commerce enables any online enterprise to face the global market.
For transnational or global human resource management, in terms of legal and political factors, enterprises must conduct a comprehensive investigation of the local political environment, including the role and characteristics of labor organizations; It is also necessary to investigate the local employment laws and policies, otherwise enterprises may be accused of discriminating against or infringing on the interests of employees in the labor market, and labor disputes and disputes will not only bring high litigation costs, but also seriously damage the company's image in the labor market; As far as cultural factors are concerned, cultural integration should be carried out. Culture includes enterprise culture and national culture, and national culture exists not only between countries, but also in different regions within countries, which is a reality that must be respected. The motivation of employees will also be deeply influenced by social culture. There must be different incentive measures between the western society that emphasizes individualism and the eastern society that emphasizes collectivism. As for economic factors, it must be understood that the profits of multinational companies often depend on labor prices, currency fluctuations and government policies in income transfer. How to obtain "high quality and low price" labor force is an important aspect of human resource management in multinational companies. For example, a company must weigh whether to recruit nationals, locals or third-country people to work in the company in order to achieve a reasonable balance between the company's income and labor costs.
Verb (abbreviation of verb) The government is more involved in the practice of human resources. In recent years, all countries have strengthened legislation on the labor market, and the government has also been more involved in various fields of labor relations. In order to promote the development of human resources and protect the interests of workers, the government has formulated more policies that enterprises need to abide by and implement. Enterprises must make corresponding adjustments to human resource management. The government's intervention provides a strong background for protecting the rights and interests of workers. In a country like China, the government has assumed the responsibility of protecting the rights and interests of workers. In recent years, labor legislation has made remarkable progress, and labor disputes have also increased. This means that the transaction cost of regulating labor relations has risen. In order to reduce the high transaction cost, it is necessary for the company to hire professionals who are proficient in government labor policies and labor laws to manage human resources or serve as labor legal consultants. The shortage of graduates majoring in human resource management in many universities in recent two years has something to do with enterprises' understanding of this. In order to encourage the development of human resources in a certain area, the government often gives loose policies on the introduction of talents by enterprises, such as allowing the overpayment of imported talents to be included in the company's production costs. This means that strengthening human resource cost accounting can bring more benefits to enterprises.
6. Liberalism and Value Diversification In today's era of knowledge popularization, knowledge is no longer the monopoly of intellectuals. The academic qualifications of members of society have generally improved, and employees with high academic qualifications in enterprises do not like to be apprentices. The traditional way of "hands-on teaching" by teachers is no longer popular, and the younger generation prefers the way of self-growth with certain risks. The way of self-growth emphasizes personal value more than before and is a typical individualism. The so-called humanized management means that management must adapt to certain personality characteristics of employees as individuals without violating the overall interests of the company and provide a more friendly interface for managers and managed people. Of course, the era of individualism is an era of rejecting "role models", and the leading role played by selecting one or two advanced figures is greatly weakened than before. Everyone hopes that their personal achievements will be recognized by the organization, which will help them to innovate boldly and create better personal achievements. Individualism also leads to the diversification of values. People who may have been separated by 30 years in the past still have the same idea, but employees who are separated by less than 5 years now have very different ideas. No concept can be called authority or unity. Even people of the same age have different needs, different ideas and incompatible values. The impact of all these factors on human resource management will mainly be reflected in employee training and motivation. For example, rejecting "mode" means that how to cultivate employees' creativity is an important topic; The diversity of values means that education and training cannot adopt a unified approach. Traditional human resources education and training pay attention to imparting knowledge and skills and understanding of policies and laws. Now enterprises may pay more attention to cultivating employees' ability and initiative in problem solving, collective activities, negotiation and contact, leadership and command. Liberalism and the diversity of values also mean that it is necessary for managers to consider and deal with them flexibly in order to motivate each individual to the greatest extent. For example, managers should realize that for a mother with two children who lives by working full-time, the motivation to motivate her to work is completely different from that of a single young man who works part-time and an old employee who supplements his pension by working.