People-oriented thought is rooted in humanism, which emphasizes the value and dignity of people, and holds that people are in the dominant position and can promote the initiative of material resources. The following is the analysis of human resource management of public companies with people as the foundation, which I compiled for you. I hope it will help you.
With the deepening of the research on management mode in the management field, the management mode has shifted from the material-based management stage to the people-oriented management stage, and China's public human resource management has also experienced the transformation from the traditional public human resource management mode to the people-oriented management mode. Starting with the analysis of the changes in management mode, this paper expounds the changes in the management mode of public human resources in China.
Keywords: traditional public human resource management, people-oriented public human resource management.
First, the people-oriented proposition.
In the early management, economic papers and economic theories, especially in the stage of material foundation management, were based on? Economic man? Hypothetically? People? It is regarded as matter and machine, and people become tools of capital and profit. On the other hand, the theory at this stage holds that as long as people's material needs are met, people's enthusiasm for active work will be stimulated.
People-oriented thought is rooted in humanism, which emphasizes the value and dignity of people, and holds that people are in the dominant position and can promote the initiative of material resources. At the same time, with the academic research of Maslow and other management scientists, it is found that people are not tools equivalent to things, but have different levels of needs, including physiological needs, security needs, social needs, respect needs and self-realization needs. It affirms people's various needs and begins to pay attention to people's life world and individual development. People-oriented requires that people are social people, and people's enthusiasm for work is not only based on material stimulation, but also on social relations between people, which requires enterprise managers to pay attention to people's material and spiritual needs and the satisfaction of needs at all levels. Based on the academic research of these management scientists and the experiments in major enterprises at that time, the people-oriented thought was affirmed and popularized, so the management mode gradually changed from material-based management to people-oriented management.
Second, the traditional public human resources management in China.
For a long time, China's public human resource management is almost based on the traditional public human resource management model, which is characterized by taking things as the center, ignoring people, ignoring the integrity and systematicness of people and things, and emphasizing the static control and management of a certain aspect of things. Specifically, the shortcomings of China's public human resources management are as follows:
(A) weak awareness of human resources management, the concept is relatively backward.
In terms of personnel training, it emphasizes the training of administrative personnel but ignores the training of technical personnel, and emphasizes the training of political workers but ignores the training of compound talents and expert talents; Have a strong traditional planned economy system and? Official standards? Color; There is an egalitarian tendency in distribution and motivation, and no attention is paid to stimulating the enthusiasm, creativity and potential of employees.
(B) the management system is imperfect and the allocation of human resources is unscientific.
In terms of staffing, the public sector should minimize the staffing, or the same person should hold multiple positions. Although some units have established the system of openly selecting and appointing cadres in the internal labor market, due to the weak sense of competition, the weak role of market mechanism and unscientific allocation of human resources, a large number of human resources are redundant and wasted. For example, the recruitment of talents is unscientific and random, and the human resources are not reasonably allocated according to the post preparation, which leads to the phenomenon of mismatch between personnel, mismatch between ability and position, overstaffed personnel, poor information on human resources, and relative surplus or shortage of personnel in some positions.
(3) The management lacks systematic development planning and ignores the development and cultivation of human resources.
Because managers follow the material management mode, most public departments lack systematic employee career development planning, and there is no correlation between employee personal growth and unit development goals, employee value realization and unit interests. The public sector lacks humanized and personalized career planning and conscious guidance for the promotion of talents, which leads to the lack of goals, growth space and growth path for talents. In terms of development and training, we attach great importance to the development and training of a certain job skill of employees, but ignore the development of the overall quality of human resources, especially the psychological quality. There are few theories of human resource management in employing people, and they usually use talents according to the alienation of relations and their own likes and dislikes. There are some problems in talent evaluation, such as emphasizing academic qualifications over performance, emphasizing qualifications over ability, which often leads to talent shortage and unreasonable talent structure, thus increasing the use cost of human resources in the public sector.
(D) the lack of innovation in the incentive mechanism makes it difficult to mobilize the enthusiasm and creativity of employees.
Traditional human resource management basically adopts the incentive mode of material management, and only pays attention to the incentive of material rewards such as wages and bonuses. The equalitarianism in salary design is very serious, which greatly obliterates the enthusiasm of employees and is not conducive to cultivating their innovative spirit and stimulating their work potential. There is no differentiated incentive mechanism in the incentive mechanism, and the official standard thought is very serious. Usually, the size of official rank is regarded as an important criterion to measure people's value and status. Managers lack sufficient appreciation and reuse of employees, which greatly restricts the survival and development space of employees, and the brain drain phenomenon is serious.
Third, people-oriented human resource management.
According to the author's definition of people-oriented and public human resource management, we can know? People-oriented? This proposal is more in line with the recognition of talent value by human resource management. By carrying out the ideas of respecting, caring, understanding and cultivating people, we can awaken the consciousness tendency of constantly exploring and perfecting ourselves in human nature, so as to pursue a more creative life. Specifically, the characteristics of people-oriented human resource management are as follows:
(1) Go? People-oriented? The core of human resource management concept.
Conceptually, established? People-oriented? Modern human resource management concept regards human resources as the most precious resource of the unit. First of all, in the primary-secondary relationship, taking the development, utilization and cultivation of people as the focus of management is not only the object of management, but also the main body of management and the most important resource in the unit. Secondly, the human resource manager will be brought into the decision-making level from the position, and all staff will be encouraged to participate in management and decision-making. Third, establish an education and training mechanism to promote personal development, increase investment in education, fully tap the existing potential, train employees according to their own characteristics, and continuously improve the comprehensive quality of human resources.
(B) people-oriented, improve the development and training of public human resources management.
1. Make a scientific and reasonable selection plan, choose a suitable selection method, design a scientific selection plan, conduct a comprehensive investigation and selection, and achieve the distribution of talents.
2. Establish a training and development system, with the sustainable development of key talents and the cultivation of reserve talents as the top priority. First of all, we should implement full-time job training. Secondly, we should carry out graded training, formulate different training contents and standards, and train high, middle and grass-roots personnel in batches and stages to meet the standards within a time limit. Third, in the process of developing and training employees' work skills, we should also pay attention to the implementation of organizational culture and the development and improvement of employees' psychological quality and other hidden abilities.
3. Develop a scientific evaluation method to evaluate employees from five aspects: morality, ability, diligence, performance and honesty. Deepen the reform of personnel system and employment system, and constantly improve the talent evaluation system. A scientific, reasonable and comprehensive employee evaluation system will be formed by reasonably arranging the post deployment, promotion, reward and promotion, training and further study of employees, so as to make full use of their talents, foster strengths and avoid weaknesses, and make full use of their talents. Adhere to the principles of openness, fairness, equality, competition and merit selection, broaden the channels for identifying and selecting people, get rid of the phenomenon of capital allocation, fully mobilize the enthusiasm and creativity of each employee, and maximize their work potential.
(3) Establish a people-oriented human resource incentive mechanism and competition mechanism.
1. Combination of material incentives and spiritual incentives. First of all, in terms of material incentives, salary incentives can be adopted. Through the assessment and evaluation of employees' performance, we will give employees bonuses, bonuses, physical rewards, etc., and closely combine the operating results of the unit with the economic interests of employees, so that employees can consciously care about the operating decisions of the unit and try their best to contribute to the best benefits of the unit. Second, we should pay attention to spiritual encouragement. Unit managers must respect human nature, form a good atmosphere of understanding, caring and cultivating employees, provide employees with opportunities for promotion, and constantly meet their spiritual needs. Third, we should organically combine material incentives with spiritual incentives. Further strengthen the cultural construction of the unit, enhance the sense of belonging and pride of employees, and enhance the cohesion and centripetal force of the unit, thus promoting the long-term stable development of the unit.
2. Establish a standardized and effective talent incentive mechanism. When establishing the incentive mechanism of talent competition, we should introduce people-oriented management thought and ability-oriented management thought, and select truly capable people to leadership positions, management positions, technical leader positions and technical experts positions. At the same time, dynamic management of personnel is implemented. Through the establishment of internal competitive market, the use of internal open competition, job transfer, waiting for posts and other flexible competition and elimination mechanisms, employees are promoted and promoted, and outstanding talents come to the fore. Increase the introduction and application of expert talents? Catfish effect? Stimulate the enthusiasm of employees and promote all kinds of people around them? Ability? Constantly improve their own quality.
(D) People-oriented, cultivate a unique unit culture.
Unit culture is the sum total of management ideas, codes of conduct and value systems that all members of the organization believe in during the development of the unit. A good unit culture is not only an important guarantee to improve the quality of employees, but also a source of vitality and vitality for employees. Therefore, it is necessary to establish a unique unit culture based on people. First of all, we should take the construction of unit culture as an important content. On the basis of studying excellent unit cultures at home and abroad, we should build our own unique unit culture based on people-oriented and take it as the cultural driving force for the healthy development of the unit. Only in this unique corporate culture atmosphere can employees truly show their unique personalities, specialties and talents. Secondly, in the process of unit culture construction, we should actively create a good atmosphere in which everyone has the ability to show their talents in the unit, so that employees can enjoy the humanistic values of respecting, caring for and understanding people in the unit culture, encourage employees to keep forging ahead and innovate, give full play to their initiative and enthusiasm, and promote the rapid development of the unit. Driven by the people-oriented human resource management model, the development of human resource management in China has abandoned the disadvantages of the traditional human resource management model, and has begun to reinvent itself from its core concept, the development, maintenance and utilization of human resources, the incentive mechanism and competition mechanism, and the shaping of unit culture, which has enabled the continuous development of human resource management in China.
References:
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