For excellent companies, different experts use different concepts, such as high-performance companies, excellent companies, exceptional companies and most admired companies. We tend to use the concept of excellent companies. Mainly refers to the company's return on capital, market share, management level, company brand and company credit.
At present, foreign experts are very concerned about the characteristics of human resource management in excellent companies and the relationship and mechanism between enterprise performance and human resource management. In recent years, domestic experts also began to pay attention to the relationship between enterprise performance and human resource management, and tried some theoretical thinking. Foreign experts' research on human resource management experience of excellent companies is mainly in the following aspects:
1. Evaluate the human resource management elements of excellent companies.
Harry, a famous political economist at the National Institute of Standards and Technology and head of the American National Quality Award. Mr. Hertz presided over the compilation of "Evaluation Criteria for Enterprise Excellent Performance", in which the working system of human resource management, employee education, training and development, employee welfare and satisfaction are the key points of evaluation.
Thomas. Peters and Robert Waterman selected 62 excellent companies according to their comprehensive assets, equity growth, average market value ratio, average return on capital, average return on net assets and average return on sales during the period from 196 1 to 1980, and found that these companies have eight characteristics: advocating action, being close to customers, independent innovation, being assisted by people, being value-driven.
American jack. Through in-depth study of outstanding companies in the world, Fitz-Enz believes that "those companies that can find suitable methods and establish effective human resource management systems will be winners": "The best human resource management practice is to persistently adhere to a set of incentive factors: basic beliefs, quality and business strategy. These have always been the organizational basis and causal force. They are the criteria for determining the best human resource management enterprise. " There are eight driving forces that form the basis of the best human resource management system and method, namely, value, continuous efforts, culture, communication, partnership with shareholders, cooperation, innovation and risk, and enthusiasm for competition.
2. Human resource management practices to improve company performance
Neville, England Bain and Bill. Mei Pei believes that the key human resource management strategies to improve enterprise performance are to select the right person, correct training and development plan, effective communication, everyone's understanding of their roles and responsibilities, motivate employees at all levels and advocate innovative spirit in enterprises.
Su Mi Terra. Dutta and Jean-Francois. Manzoni believes that successful performance improvement plans have a characteristic, that is, they are coordinated changes from many aspects of the organization at the same time. The foundation of success is the ability to create conditions and motivate people to act in the expected way. Only by taking simultaneous actions in culture, personnel, technology, processes, institutions and systems can this condition be created.
Jeffrey. Pfeffer believes that the competitive advantage of enterprises should be improved by releasing the energy of employees. The main practices of efficient companies in human resource management 16 activities: employment security, paying attention to recruitment, high salary, reward and allowance, employee stock ownership, information sharing, employee participation, work team, skill development, multi-function, equality between superiors and subordinates, narrowing salary difference, internal promotion, long-term planning, timely evaluation and so on.
Clinton. Longenecker and Jack. Simone believes that there are five criteria to achieve high performance: first, establish a sense of identity; Clear organizational objectives; Second, prepare for battle: equip your team with tools, talents and technology; Third, improve performance: create an atmosphere of striving for good results; Fourth, build a bridge to success: cultivate interpersonal relationships; Fifth, keep the tone harmonious: constantly update and develop.
3. The dependence of excellent enterprise human resource management on organizational environment.
Mitchell. Xie Pake and others put forward a model about the relationship between human resource management and organizational performance, arguing that the improvement of organizational performance is the result of a complex system of enterprise environment, business strategy, human resource management practice and human resource management support.
Chouleur believes that the goal of human resource management is determined according to the overall goal of the enterprise, and the human resource management department determines the policies and activities of human resource management according to the goal, and realizes the benefits of the enterprise through the efficiency of human resource management.
Japanese scholars believe that the human resource management model of a successful enterprise must match the business strategy, development stage and enterprise type. Different types of enterprises should have different management models, and government-oriented ones (such as Hitachi) focus on cultivating talents who communicate with the government; Market-oriented (such as Panasonic) attaches importance to the cultivation of market development ability; Technology-oriented (such as Honda) advocates the development of technological innovation capabilities; Customer-oriented (such as Toyota) attaches importance to customer needs. However, the common characteristics of human resources management in these enterprises are: performance orientation, lifelong employment of core talents, individual independent selection of personnel system, annual salary system for middle-level managers and professional and technical personnel, simplified qualification system, establishment of objective evaluation benchmarks, encouragement of internal entrepreneurship, emphasis on field rotation and cultivation of all-round talents.
Danny. Samson and David. Challis believes that ordinary companies lack a unified set of central principles as the basis of their actions in all aspects, while excellent companies have these principles, namely, universal integration principle, decentralized leadership principle, integration principle, industry leading principle, openness principle, focused learning principle and ability creation principle. A "mediocre" company with immature positioning and performance has the following characteristics: (1) The behavior of employees has nothing to do with the value and direction of the company; (2) personnel at all levels are not fully responsible for their own actions, and enterprises have no clear responsibility system for their performance, especially failed projects; (3) The organization and completion of the work is within the functional departments, not in the process of value creation; (4) lagging behind, not leading, in the process of establishing industry standards and practices; (5) In terms of completeness and openness, it does not have the highest standards; (6) Unable to balance short-term and medium-term problems and requirements (7) Unable to manage time as an important resource and organizational value; (8) Generally speaking, the execution is poor, and the corresponding result is that reform and innovation are passive and inefficient; (9) Don't make everyone excited about their personal development and learning experience; (10) lax discipline in technical procedures, standards and workflow; (1 1) failed to provide timely and effective job performance information to all employees; (12) Not letting all employees focus on creating customer value; (13) has no clear concept of what its key capabilities are, so there is no plan to develop and utilize these capabilities; (14) The concept of the connection between employees' personal contribution and enterprise success is relatively weak.
The management methods followed by those truly excellent companies are: (1) They have a single and complete improvement strategy; (2) They will not blindly follow the trend; (3) they consciously use a set of basic management principles to guide the behavior of enterprises; (4) They actively manage their own performance; (5) They combine the rewards for all employees with the performance of the enterprise; (6) They set themselves a higher base point than other leading companies, and set corresponding flexible goals; (7) They link strategy, action and management, performance and reward in a powerful and wise way.
Domestic experts believe that there is a "black box relationship" between human resource management and enterprise benefits, and the competitive advantage of enterprises is a causal relationship with enterprise benefits. Through the analysis of typical domestic enterprises, experts found that there are two typical human resource management modes in domestic enterprises, and because of the implementation of two different human resource management modes, the fate of enterprises is also different: one is that the leadership of enterprises regards employees as appendages, implements self-centered and irrational family management, and employees are self-enclosed and endangered, which leads to the failure of enterprises. The other is that the enterprise leaders believe that employees are the main body of activities, and the implementation of people-oriented and rational team management, openness and acceptance of employees, will promote the prosperity of enterprises. On the basis of trying to study the standardization and humanization of human resource management in enterprises in China, experts put forward the 3P (post analysis, performance management and salary management) model and the 4W (why, what, how and how to apply performance evaluation results) which are suitable for enterprises in China, and put them into practice in large and medium-sized state-owned enterprises. At the same time, it puts forward the strategic choice of human resource management in China enterprises in the era of knowledge economy.