In modern management, the development and management of human resources has increasingly become the strategic task of enterprises, and winning talents has won the stamina of sustainable development of enterprises. Only by implementing an effective human resource development and management plan and providing a strong talent guarantee for the development of enterprises can the market competitiveness of enterprises be improved. Based on the definition of human resource development and management, this paper analyzes the connotation of human resource management from three aspects: development, utilization and management. On this basis, the classical theories of human resource development and management in different stages are evaluated, and it is recognized that the most important point of human resource development and management is to combine the characteristics of enterprises, which are constantly changing and developing.
First, the connotation of human resources development and management
The so-called human resources development and management refers to the use of modern science and technology and management theory to integrate, regulate and develop the acquired human resources in order to achieve the strategic objectives of the organization, and to reward and effectively develop and utilize them. The connotation of human resource development and management revealed by this definition is as follows:
First, from the perspective of development, it includes not only the intellectual development of human resources, but also the improvement of people's ideological and cultural quality and moral awareness; It includes not only giving full play to people's existing abilities, but also effectively tapping people's potential.
Secondly, from the perspective of utilization, it includes the discovery, identification, selection, distribution and rational utilization of human resources.
Thirdly, from the management point of view, it includes both the prediction and planning of human resources and the organization and training of human resources. Human resource management will become the core of modern management.
Second, the classical theoretical analysis of human resources development and management
The theory of human resources development and management is produced and developed with the development of society. The early theory of human resource development and management was mainly aimed at human nature and human behavior. These theories can be roughly divided into three schools: scientific management, behavioral science and contingency theory. With the improvement of democratic consciousness, modern human resources development and management theory mainly aims at people's own value and its realization.
(A) Overview of human resource management theory
1, School of Science and Management
Frederick W.Taylor believes that only by replacing the traditional empirical management with scientific and standardized management can the highest work efficiency be achieved. In the book Principles of Scientific Management, he systematically expounded the idea of scientific management. ① Put forward scientific operation methods for workers, effectively use working hours and improve work efficiency; ② Scientific selection, training and promotion of workers; (3) Formulate scientific process regulations, standardize tools, machines and materials, standardize working environment, and fix them in the form of documents; (4) Implementing an incentive piecework wage system; ⑤ Separation of management and labor.
For the first time, scientific management theory uses scientific job analysis method and puts forward an incentive theory with money as the main incentive factor. However, scientific management theory only regards employees as the same means of production as machinery and equipment, without considering employees' feelings, which makes employees begin to be dissatisfied with their work, thus affecting the incentive effect. Although there are many unreasonable elements in scientific management and its related theories due to the limitation of the times, it introduces the concept of scientific management into personnel management for the first time, revealing the relationship among personnel management, labor productivity and work performance, and explaining that effective personnel management can improve the labor productivity and work performance of employees, thus achieving the purpose of improving the profitability of enterprises.
2. School of Behavioral Science
George Elton Myao, a psychologist at Harvard University in the United States, and others conducted the famous Hawthorne experiment. The research results of Hawthorne's experiment deny the assumption of people in the traditional management theory, and show that the fundamental factor affecting productivity is not the external working conditions, but the workers' own factors and the sense of harmony and security accepted by the group. Accordingly, Mayo put forward his own views: ① Workers are "social people" rather than "economic people"; (2) There are informal organizations in enterprises, which need to be balanced with formal organizations; ③ Improving workers' satisfaction is the first condition to improve labor productivity, and high satisfaction comes from the reasonable satisfaction of both material and spiritual needs.
Behavioral science studies the behaviors of individuals, groups and organizations at work and explains how they affect the productivity and health of individuals and groups.
Performance-oriented. With the development of organizational behavior, the research and management of individuals in personnel management has been extended to the overall research and management of groups and organizations, and the practice of personnel management has also undergone great changes.
Since 1970s, the motivation theory in organizational behavior has made great progress, and some contemporary motivation theories have emerged, such as mcclelland's achievement motivation theory, Adams' fairness theory and roaring expectation theory. They have influenced personnel management in many ways and have been widely used in the theory and practice of human resource management.
3. Contingency theory school
Fred. Fidler's "Contingency Leadership Theory" initiated a new stage of western leadership theory, turned the popular research on leadership morphology into a new track of leadership dynamics, and had an important impact on the development of future management thought. Fidler put forward a contingency model of effective leadership on the basis of a lot of research. He believes that any form of leadership may be effective, and its effectiveness depends entirely on whether the environment is suitable. Fidler believes that one of the key factors affecting the success of leadership is the basic leadership style of individuals. He believes that leadership style is innate-you can't change your style to adapt to changing situations. Therefore, there are only two ways to improve the effectiveness of leaders: changing leaders to adapt to the environment and changing situations to adapt to leaders.
Fiedler model emphasizes what kind of leadership behavior should be taken in order to make leadership effective, rather than what kind of behavior should be taken from the quality of leaders, which opens up a new direction for the research of leadership theory. The Fiedler model shows that there is no absolute best form of leadership, and enterprise leaders must be adaptable to adapt themselves to changing situations. At the same time, it also reminds the management to choose the right leader according to the actual situation. The utility of Fiedler model has been confirmed by a large number of studies. Although there are still some problems in the application of this model, such as the unstable score of LPC scale and the difficulty in determining contingency variables, Fiedler model still has important guiding significance in practice.
(B) the new development of classical theory in human resources development and management.
1, human capital theory
The founder of human capital theory, the father of human capital and the famous American economist Schultz (T? W? Schultz) expounded the theory of human capital systematically and profoundly, and created a new field of human capital research. His theory of human capital has five main points:
In modern management, the development and management of human resources has increasingly become the strategic task of enterprises, and winning talents has won the stamina of sustainable development of enterprises. Only by implementing an effective human resource development and management plan and providing a strong talent guarantee for the development of enterprises can the market competitiveness of enterprises be improved. Based on the definition of human resource development and management, this paper analyzes the connotation of human resource management from three aspects: development, utilization and management. On this basis, the classical theories of human resource development and management in different stages are evaluated, and it is recognized that the most important point of human resource development and management is to combine the characteristics of enterprises, which are constantly changing and developing.
First, the connotation of human resources development and management
The so-called human resources development and management refers to the use of modern science and technology and management theory to integrate, regulate and develop the acquired human resources in order to achieve the strategic objectives of the organization, and to reward and effectively develop and utilize them. The connotation of human resource development and management revealed by this definition is as follows:
First, from the perspective of development, it includes not only the intellectual development of human resources, but also the improvement of people's ideological and cultural quality and moral awareness; It includes not only giving full play to people's existing abilities, but also effectively tapping people's potential.
Secondly, from the perspective of utilization, it includes the discovery, identification, selection, distribution and rational utilization of human resources.
Thirdly, from the management point of view, it includes both the prediction and planning of human resources and the organization and training of human resources. Human resource management will become the core of modern management.
Second, the classical theoretical analysis of human resources development and management
The theory of human resources development and management is produced and developed with the development of society. The early theory of human resource development and management was mainly aimed at human nature and human behavior. These theories can be roughly divided into three schools: scientific management, behavioral science and contingency theory. With the improvement of democratic consciousness, modern human resources development and management theory mainly aims at people's own value and its realization.
(A) Overview of human resource management theory
1, School of Science and Management
Frederick W.Taylor believes that only by replacing the traditional empirical management with scientific and standardized management can the highest work efficiency be achieved. In the book Principles of Scientific Management, he systematically expounded the idea of scientific management. ① Put forward scientific operation methods for workers, effectively use working hours and improve work efficiency; ② Scientific selection, training and promotion of workers; (3) Formulate scientific process regulations, standardize tools, machines and materials, standardize working environment, and fix them in the form of documents; (4) Implementing an incentive piecework wage system; ⑤ Separation of management and labor.
For the first time, scientific management theory uses scientific job analysis method and puts forward an incentive theory with money as the main incentive factor. However, scientific management theory only regards employees as the same means of production as machinery and equipment, without considering employees' feelings, which makes employees begin to be dissatisfied with their work, thus affecting the incentive effect. Although there are many unreasonable elements in scientific management and its related theories due to the limitation of the times, it introduces the concept of scientific management into personnel management for the first time, revealing the relationship among personnel management, labor productivity and work performance, and explaining that effective personnel management can improve the labor productivity and work performance of employees, thus achieving the purpose of improving the profitability of enterprises.
2. School of Behavioral Science
George Elton Myao, a psychologist at Harvard University in the United States, and others conducted the famous Hawthorne experiment. The research results of Hawthorne's experiment deny the assumption of people in the traditional management theory, and show that the fundamental factor affecting productivity is not the external working conditions, but the workers' own factors and the sense of harmony and security accepted by the group. Accordingly, Mayo put forward his own views: ① Workers are "social people" rather than "economic people"; (2) There are informal organizations in enterprises, which need to be balanced with formal organizations; ③ Improving workers' satisfaction is the first condition to improve labor productivity, and high satisfaction comes from the reasonable satisfaction of both material and spiritual needs.
Behavioral science studies the behaviors of individuals, groups and organizations at work and explains how they affect the productivity and performance of individuals and groups. With the development of organizational behavior, the research and management of individuals in personnel management has been extended to the overall research and management of groups and organizations, and the practice of personnel management has also undergone great changes.
Since 1970s, the motivation theory in organizational behavior has made great progress, and some contemporary motivation theories have emerged, such as mcclelland's achievement motivation theory, Adams' fairness theory and roaring expectation theory. They have influenced personnel management in many ways and have been widely used in the theory and practice of human resource management.
3. Contingency theory school
Fred. Fidler's "Contingency Leadership Theory" initiated a new stage of western leadership theory, turned the popular research on leadership morphology into a new track of leadership dynamics, and had an important impact on the development of future management thought. Fidler put forward a contingency model of effective leadership on the basis of a lot of research. He believes that any form of leadership may be effective, and its effectiveness depends entirely on whether the environment is suitable. Fidler believes that one of the key factors affecting the success of leadership is the basic leadership style of individuals. He believes that leadership style is innate-you can't change your style to adapt to changing situations. Therefore, there are only two ways to improve the effectiveness of leaders: changing leaders to adapt to the environment and changing situations to adapt to leaders.
Fiedler model emphasizes what kind of leadership behavior should be taken in order to make leadership effective, rather than what kind of behavior should be taken from the quality of leaders, which opens up a new direction for the research of leadership theory. The Fiedler model shows that there is no absolute best form of leadership, and enterprise leaders must be adaptable to adapt themselves to changing situations. At the same time, it also reminds the management to choose the right leader according to the actual situation. The utility of Fiedler model has been confirmed by a large number of studies. Although there are still some problems in the application of this model, such as the unstable score of LPC scale and the difficulty in determining contingency variables, Fiedler model still has important guiding significance in practice.
(B) the new development of classical theory in human resources development and management.
1, human capital theory
The founder of human capital theory, the father of human capital and the famous American economist Schultz (T? W? Schultz) expounded the theory of human capital systematically and profoundly, and created a new field of human capital research. His theory of human capital has five main points:
First, human capital exists in people, which is the sum of knowledge, skills and physical strength (health status) values. The human capital of a country can be measured by the quantity, quality and working hours of workers.
Second, human capital is formed by investment. There are five investment channels, including nutrition and medical care expenses, school education expenses, on-the-job personnel training expenses, personnel expenses incurred in the process of choosing a job and relocation expenses.
Third, human capital investment is the main source of economic growth. The growth of human investment has undoubtedly improved the quality of people's work, and the improvement of these qualities has also become an important source of economic growth. Talent is the key to the development of modern economy.
Fourth, human capital investment is the most effective investment, and the purpose of human capital investment is to obtain income.
Fifth, the essence of the consumption part of human capital investment is durability, even more durable than the material durability of consumer goods.
After Schultz, and Gary? s？ Baker and Edward? Denison and others continue to study the theory of human capital deeply, and draw many valuable views.
First, Schultz regards education as a separate factor in the production process, while Denison thinks that education is not a separate factor in production, but an integral part of human factors in production.
Second, educational factors and educational investment refer to the years of formal education.
Third, knowledge growth is an integral part of human capital. The so-called "knowledge improvement" of people mainly includes the learning quality of students during their study at school and the knowledge gained by self-study and further study after graduation; The expansion of human knowledge reserve; The reduction of the duration of knowledge application, etc.
Fourth, only 3/5 factors of formal education contribute to economic growth. He believes that the wage difference of employees with different education levels, compared with the difference in contribution to economic growth, is not entirely the role of education. Education only plays a role in human capital, because there are other factors besides education, such as talent, talent, work experience and so on.
2. Career theory
Edgar of America? Professor Edgar Schein divided his career into nine stages according to the problems faced by different age groups and the main tasks of his career.
First, the stage of growth, fantasy and exploration; Second, enter the workplace; Third, basic training; Fourth, formal members of early occupations; Fifth, mid-career; Sixth, the mid-career dangerous stage. ; Seventh, late career; Eighth, the stage of recession and resignation; Ninth, leave the organization or occupation-retirement.
Edgar. Shien believes that career planning is actually a process of continuous exploration. In this process, everyone is gradually forming a relatively clear career-related self-concept according to their own talents, abilities, motivations, needs, attitudes and values. Mercy also said that as a person knows more about himself, he will become a dominant professional anchor more and more obviously. The so-called career anchor means that when a person has to make a choice, the vital things or values in his career will never give up. According to his research on MIT graduates, Shien put forward the following five career anchors: technical, managerial, creative, free and independent and safe.
Like many other classifications, there is no difference between good and bad. The reason why I put it forward is to better understand myself, rethink my career, and make practical goals accordingly.
Third, human resources development and strategic planning.
Human resource development and strategic planning are the analysis of the possible differences between the demand and supply of future personnel. The management process of predicting the future organizational tasks and environmental requirements, and providing personnel to complete these tasks and meet these requirements is essentially to make the organization have manpower commensurate with the work tasks under the condition of maintaining the balance between the interests of the organization and employees. In the process of making human resource planning, it is necessary to consider the enterprise development strategy and formulate it in combination with the specific objectives of the department.
(a) to formulate a complete planning and development plan
Human resource planning and development can be divided into medium-and long-term plans, annual plans and quarterly plans according to time; According to the scope, it can be divided into master planning, development planning and departmental planning.
A complete human resource planning should include overall planning, post preparation plan, staffing plan, personnel demand plan, personnel supply plan, education and training plan, human resource management policy adjustment plan, investment budget and so on. General human resources planning can only include staffing plans, that is, plans for personnel growth, personnel replenishment, personnel deployment and staff mobility.
The planning and development of human resources should include the following main contents:
1. master plan: the master plan of human resources stipulates the general principles, policies and objectives of human resources planning.
2. Job preparation plan: state the organizational structure, job setting, job description and job qualification requirements of the enterprise.
3. Staffing plan: the staffing plan indicates the number of personnel in each position of the enterprise, the change of personnel positions, the number of job vacancies, etc.
4. Personnel demand plan: the personnel demand plan can be obtained through master plan, post preparation plan and staffing plan. The demand plan should explain the required job name, number of personnel, estimated arrival time, etc.
5. Personnel supply plan: Personnel supply plan is the countermeasure plan of personnel demand plan. This paper mainly expounds the personnel supply mode, internal flow policy, external flow policy, personnel acquisition mode and implementation plan.
6. Education and training plan: including education and training needs, training contents, training forms, training evaluation, etc.
7. Human resource management policy adjustment plan: The reasons, steps and scope of human resource policy adjustment during the plan period are clearly defined in the plan.
8. Investment budget: the cost budget of the above plan.
(B) to develop a stable, flexible and unified talent strategic planning and development countermeasures.
General human resources development and strategic planning should also pay attention to the unity of stability and flexibility of their strategic planning. The human resource strategy of an enterprise must be an organic part of the overall strategy of the enterprise, and the human resource strategy is a bridge between the overall strategy of the enterprise and the specific human resource activities.
1, enterprise internal management direction and objectives
Human resource planning is an indispensable link in different stages of enterprise development, but different life cycle stages of enterprises need different human resource planning. In the initial stage and growth stage of an enterprise, it is necessary to make human resources planning and development and expand personnel. The basic content and goal of human resource planning in this period is for the growth and development of enterprises; In the period of enterprise transformation, it is necessary to make strategic human resources planning and development. In this period, it is especially necessary to clarify the future development direction of enterprises. Com/ The key point to consider is whether the enterprise will increase or decrease its staff in the future; On the other hand, it also requires enterprise management and human resources managers to have long-term goals and broad minds, proceed from the overall situation of long-term development of enterprises, coordinate labor relations, and do a good job in cultivating successors for enterprise talent reengineering; In the period of stable development of enterprises, a robust human resource planning is needed, the main content of which is based on the stable development of the company. Of course, during this period, we can also consider the human resource planning of personnel elimination in order to prepare for the future enterprise reengineering period. In the reengineering period, enterprises can re-plan the human resources for staff expansion, and the main consideration is personnel recruitment.
2. External factors of enterprises
The main consideration is the influence of regional factors on talent introduction. Although the distribution of talents tends to be discrete due to the improvement of investment environment and salary in various places, it is undeniable that coastal and central cities still have great influence on attracting talents. Therefore, in the development and planning of enterprise human resources, it is necessary to focus on the influence of the geographical location of enterprises on the expansion of enterprise personnel.
Of course, for enterprises with geographical advantages, when formulating human resources development and planning, we need to consider the impact of changes in the local human resources policy environment on enterprise human resources, including the formulation of national human resources laws and regulations, various measures for talents, such as the implementation of national economic laws and regulations, changes in the domestic and international economic environment, and national and local policies and regulations on human resources and talents. These changes in the external environment will inevitably affect the overall operating environment within the enterprise, so the human resources policy within the enterprise should also change accordingly.
When formulating human resources development and planning, we should pay special attention to dynamic factors, instead of simply understanding human resources planning as static data collection and once-and-for-all application. Planning should consider time, environment and quantity. And these are constantly changing.
3. Establish a human resources development system.
Human resource managers should have the idea of comprehensive resource management and be very clear about the business process, so as to understand which link the thorny problems may appear, and then focus on establishing a human resource development system, through which the policies, management, training and education of enterprises are passed on to enterprise managers and employees. The system mainly includes-
Includes the following parts:
① Training development system.
② Performance management system.
③ Establish an incentive system to protect the long-term interests of employees.
④ Introduce or develop human resource management computer information system.
4, to ensure the protection of human resources.
The guarantee of enterprise human resources is the core problem to be solved in human resources planning. Including inflow forecast, outflow forecast, internal flow forecast, social human resources supply analysis, personnel flow profit and loss analysis, etc. Aspects that should be paid attention to in human resource forecasting:
① The role of enterprise human resources policy in stabilizing employees.
(2) Supply and demand situation and development trend of human resources in the market.
③ Human resources of other enterprises in this industry.
④ Overview of human resources of other companies in this industry.
⑤ The development trend of this industry and the demand trend of human resources.
⑥ The supply trend of human resources in this industry.
⑦ Enterprise turnover rate and its reasons.
(8) Career development planning of enterprise employees.
Pet-name ruby employee's job satisfaction.
Only by effectively ensuring the supply of human resources in enterprises can we carry out deeper human resources management and development.
Fourth, learning experience.
In the process of the world economy entering the new economic era, the core issue of human resources development and planning is the change of talent concept. The new economic era is a people-oriented era, and the requirements for human resources development and planning are unprecedented. Through the study of human resource management course, I deeply realize that more variable factors should be considered when making the strategic plan of human resource development. Only by fully combining the actual situation of enterprises and comprehensively considering the influence of enterprise development strategy and external dynamic factors can we formulate a strategic plan for human resources development that is truly suitable for enterprise development. Share it with your friends: I post Sina Weibo Tencent Weibo QQ Space Everyone Douban MSN.
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