Therefore, if you want to learn human resource management well, I suggest that you learn all the contents in Required Reading for Human Resource Management 12, and you must read it thoroughly, intensively and thoroughly. Then you have accumulated some work experience and put what you have learned in books into practice. Theory and practice complement each other. I believe you will get good grades in this field.
About the introduction of this book:
The importance of human capital in enterprises is increasing day by day, and the competition between enterprises is first of all the competition of "people". How to effectively motivate and manage employees through scientific methods and human resource mechanisms is a talent challenge faced by every enterprise.
"Human Resources Required Reading 12" brings together the world's top human resources management classics, starting from aspects and modules such as motivation, employees, salary, performance, organizational development, recruitment, training, etc., fully embodying the details of human capital management without losing the actual combat height, helping enterprises to get rid of the chronic diseases of organizational human resources, and making CHO (Chief Human Resources Officer) equal to CFO (Chief Financial Officer).
How to do a good job in enterprise human resource management
More and more attention has been paid to human resource management. The essence of enterprise management is to cultivate, explore, utilize and coordinate all kinds of limited resources to achieve specific enterprise goals. The object of enterprise management is all kinds of limited resources related to the realization of specific goals, including people, money, things, time and information. It is not only the coordination of limited resources, but more importantly, it is necessary to fully tap its potential and effectively play its role, so as to better achieve specific goals. Among the elements of enterprise management objects, people are the most dynamic resources and the most important and active factors, and the management of other resources is realized through the management of people.
The practice of human resource management includes: determining human resource demand (human resource planning), attracting potential employees (recruitment), selecting new employees (selection), teaching employees how to finish their work, preparing for the future (training and development), providing remuneration (salary) to employees, evaluating employee performance (performance management) and creating a positive working environment (employee relations). From the management function, human resources can be summarized into four aspects: human resources allocation (including planning, recruitment, selection, employment, deployment, promotion, demotion, job transfer, etc. ), training and development (including skills training, potential development, career management, organizational learning, etc. ), wages and benefits (remuneration, rewards, etc. ) and system construction (organization design, work, etc. ).
The first is the change in the direction of human resource management. Human resource management should be upgraded from the current auxiliary and transactional tactical level to the strategic level of gaining competitive advantage. It is no longer the executor of enterprise management strategy, but participates in and even dominates the decision-making process of enterprise strategy. At the same time, in the process of strategy implementation, through the design and practice of various human resource management systems, help enterprises win competitive advantages.
Secondly, human resource management should change from the role of administrative management to establish a new customer-oriented concept, and truly establish a customer-oriented human resource management system, so that the human resource management department can truly change from a cost center to a profit center. Senior human resource managers have begun to treat human resource management functions as strategic business, and try to define their business content according to their customer base, customer needs and technical conditions to meet customer needs. According to the different needs of different customers and their own professional knowledge, the human resources management department determines which technologies need to be used and how to meet their needs. This customer-oriented human resource management concept helps the enterprise to become a customer-oriented organization as a whole.
Thirdly, we should consider human resource management as a long-term systematic project and attach importance to the connection and matching of all links in the human resource management system. Before introducing every policy or taking every strategic action, we should consider whether it is conducive to the realization of the strategic objectives of the enterprise and whether it is conducive to the improvement of staff morale.
Fourthly, the traditional human resource management is mainly limited to the behavior management of employees' working hours; Modern human resource management has begun to consider all the factors that affect employees' job performance, greatly expanding the scope of management. Paying attention to the quality of family life and work life, and paying attention to the balance between family and career, is considered to be a modern management concept that is more in line with human nature and is more conducive to improving employee engagement. "Without satisfied employees, there will be no satisfied customers".
Fifth, as the core and most valuable resource of an enterprise, the emergence of its functions and the promotion of its status make human resource management the most decisive content in enterprise management, which also puts forward higher quality and ability requirements for human resource managers themselves. Today's human resource managers must be competent for functional and strategic roles, and be able to manage and coordinate.