Chapter 1 Development of Contemporary Human Resource Management
1. 1 Basic concepts of human resource management
From material management to personnel management to human resource management, it is the requirement of the continuous development of social economy. This change is a great progress in management theory and practice, and the great promotion of human resource management to the whole social and economic development is gradually recognized by people.
The difference between "human resource management" and "personnel management" is that it regards "people" as a kind of "resource". Therefore, there are management problems such as planning, selection, development, evaluation, motivation and strategy, which are different from traditional personnel management. The main thing is to control people to abide by the system and do attendance, personnel files and work records well. There are many definitions of human resource management, and our famous psychologist has made the following definition: human resource management is a science that studies how to improve the work efficiency and quality of life of employees in organizational management from the perspective of individuals, groups and organizations. Its main contents include enterprise resource planning, position analysis, personnel recruitment, salary design, performance management, staff training, career development and organizational change management.
1.2 development of human resource management in state-owned enterprises
1.2. 1 state-owned enterprises are transitioning from traditional personnel management to human resource management.
Personnel management in the era of planned economy is limited to trivial and specific work such as personnel appointment and dismissal, organization assessment and selection, salary distribution and file keeping. Basically, it belongs to administrative affairs, focusing on "managing" people and treating people as costs rather than resources.
With the arrival of the wave of market economy in China, most state-owned enterprises are changing from traditional personnel management to human resource management, or have completed the transformation initially. Although there are still some mismatches in organizational structure, system and mechanism, which still restrict the improvement of human resource management level of state-owned enterprises to a certain extent, a new era of human resource management of state-owned enterprises has arrived. The model essay in psychology is reflected in the fact that many enterprises have really realized that human resources are the first resource, and people have won, which has solved the attitude towards traditional employees of state-owned enterprises conceptually. In addition, they have gradually implemented a series of activities, such as planning, analyzing, developing and distributing this important resource of enterprises. It shows the determination and confidence of state-owned enterprises to deepen reform, establish a modern enterprise system and integrate with the international community. This is a gratifying progress of state-owned enterprises, and it is also a sign that the development of state-owned enterprises gives us hope.
1.2.2 The main problems existing in human resource management of state-owned enterprises at present
How to train and attract more outstanding talents to support the further development of state-owned enterprises, enhance their core competitiveness and meet the challenge of China's entry into WTO is the core work of human resources management of state-owned enterprises. However, due to the restriction of the long-term planned economic system, there are still many problems in the human resource management of state-owned enterprises, especially in the aspects of employment mechanism, incentive and restraint, development and training. ......
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The second chapter is the application of psychology in talent evaluation and selection.
Personnel recruitment, competition, leadership selection, etc. It is a common task in enterprise human resource management, and to do these tasks well, it must be based on a full understanding of people. There are obvious differences in physical appearance, physique, physiology and psychology. If some people are good at thinking in images and others are good at abstract thinking, this is the difference in ability; Some people are extroverted, cheerful and sociable, while others are introverted, shy and not good at talking. This is the difference in personality. In short, there are differences between individuals. Therefore, we need to test employees' knowledge level, skills, attitudes, behaviors and abilities. Through some testing methods, we can master the ability and quality level of employees, provide them with suitable jobs, and make clear suggestions for their future development.
The main tasks of enterprises in talent selection and allocation are as follows: first, establish a competency model to provide a benchmark for personnel development, that is, an evaluation system; Establish the organizational structure and process of the enterprise through job analysis, form job descriptions and clarify job responsibilities; Evaluate the ability and quality of candidates, understand the ability differences of candidates, screen and select a group of candidates under the guidance of the theory of difference psychology through comparative analysis with the requirements of post ability and quality, so that they can be assigned to suitable posts, and finally realize "job matching". (model essay. )
2. Construction and application of1competency model
The research on competency model can be traced back to Taylor's "Management Competency Movement", the father of management science. What really attracts people's attention is the American psychologist Mike Leland, who published the article "Measuring Competency rather than Intelligence" in 1973, and put forward a unique view on the test of intelligence and ability, arguing that people should be evaluated by competence rather than intelligence. Later, with the application in practice, the research in this field gradually developed further.
The so-called competency model, or competency model, refers to the deep-seated characteristics of individuals who are competent for a certain job, including the integration of individual characteristics such as motivation, personality traits, attitudes, values, knowledge, cognition or behavioral skills in a certain field.
Generally speaking, people's ability includes two levels, one is appearance ability and the other is potential ability. Mike Leland put forward the iceberg model of human quality. The part above the surface of the iceberg is knowledge and skills, which are characterized by observability, testability and accessibility, such as professional knowledge, management knowledge, computer operation skills and language expression skills. The underwater part of the iceberg is self-cognition, social cognition, personality quality and motivation, which are hidden behind the behavior, but play a more critical role in human behavior and its consequences.
A person's career success mainly comes from his motivation, personality and potential, not his knowledge and skills. People pay more and more attention to the research and development of potential. .....................
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Chapter 1 Development of Contemporary Human Resource Management ................... 3
1. 1 Basic concept of human resource management ............................................... 3
1.2 development of human resources management in state-owned enterprises in ............................ 3
1.3 the main theoretical basis of human resource management ........................... 6
1.4 the theoretical support and practical guidance of psychology to human resource management .....................
1.5 the basic model for the future development of enterprise human resource management ............... 14
Chapter II Application of Psychology in Talent Evaluation and Selection .................. 16
2. Construction and application of1competency model ................... 16
2.2 job analysis and job design ................................... 18
2.3 the application of professional psychological test in personnel selection ............ 19
Chapter III Application of Psychology in Performance Management ........................ 26
3. 1 Performance Planning and Performance Coaching ....................... 26
3.2 Performance Evaluation ......................................................... 28
3.3 Feedback of performance appraisal results and application of performance results ....................... 30
The fourth chapter is the application of psychology in career development and management on page 33.
4. The application of1MBTI in career development ......................... 34
4.2 The application of behaviorism, humanism and other psychological theories in career development ...
Chapter V Application of Psychology in Enterprise Salary Management ................... 43
5. 1 The Significance of Enterprise Salary Management ................................. 43
5.2 State-owned enterprises how to design an effective salary management system ....................... 43
conclusion
Psychological theory is one of the main basic theories of human resource management. Some basic theories of psychology, such as hierarchy of needs theory, fairness theory, motivation theory, behavior theory and personality theory, have important guiding significance to many links of human resource management.
While emphasizing the trend of the integration of advanced management modes in the world, we should also note that due to the differences of traditional culture, development history and management system in China, we can't simply copy foreign theories and experiences, but we should think about some deep-seated cultural differences and social systems.
With the strengthening of opening to the outside world and international cooperation, the application of psychology in enterprise human resources will be more extensive and in-depth.
Considering the factors such as history and culture, the nature of enterprises, incentive objects and so on, we can adjust the composition of health care factors and incentive factors defined by herzberg, and make use of his research on the influence of external factors on people's behavior and attitude, which can provide us with good help in designing the salary system. In the two-factor theory, salary is basically a health care factor, but if only the two-factor theory is regarded as a management tool, it can be used to split the salary structure, which can be divided into "fixed+variable (that is, health care factor+incentive factor)" and make the variable part exceed a certain proportion, and the health care and incentive functions change with the change of this proportion.
Considering the factors such as history and culture, the nature of enterprises, and incentive objects, the composition of health care factors and incentive factors defined by herzberg can be adjusted to some extent. His research on the influence of external factors on people's behavior and attitude can provide us with good help in designing the salary system. In the two-factor theory, salary is basically a health care factor, but if only the two-factor theory is regarded as a management tool, it can be used to split the salary structure, which can be divided into "fixed+variable (that is, health care factor+incentive factor)" and make the variable part exceed a certain proportion, and the health care and incentive functions change with the change of this proportion.
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