Human resource management refers to the reasonable training, organization and deployment of human resources combined with certain material resources by using modern scientific methods, so as to keep the best proportion of human resources and material resources, and at the same time, to properly induce, control and coordinate people's thoughts, psychology and behavior, so as to give full play to people's subjective initiative, make people give full play to their talents, get the right people and get the right people to achieve organizational goals.
According to the definition, we can understand human resource management from two aspects, namely:
1. Human resource external factor management-quantity. The quantitative management of human resources is to properly train, organize and coordinate human resources according to human resources and material resources and their changes, so that the two can always maintain the best proportion and organic combination, and people and things can give full play to the best effect.
2. The intrinsic element of human resources-quality management. Mainly refers to the use of modern scientific methods to effectively manage people's thoughts, psychology and behavior (including the coordination, control and management of individuals and groups' thoughts, psychology and behavior), and give full play to people's subjective initiative to achieve organizational goals.
First, the importance and significance of human resource management
On the development road of modern enterprises and even enterprise collectivization, human resources are important. In the final analysis, the competition in the world is the competition for talents? . Does modern human resource management regard people as? Resources? Attach importance to production and development, which largely refutes people's actions? Tools? Immature view of traditional human resource management. In the modern enterprise system, we are talking about the core competitiveness of enterprises, not people. Only talents have irreplaceable and unrepeatable advantages. Author: Penwell All rights reserved. Please contact us in time if you have any objection.
Effective use of management talents and professional and technical talents adapted to the development strategy of the enterprise and giving full play to their talents can promote the implementation of the enterprise strategy and the rapid development of the enterprise. The employee's job performance is the basic guarantee of enterprise benefits, and the realization of enterprise performance is reflected by effectively providing customers with enterprise products and services. One of the important goals of human resource strategy is to implement activities that are conducive to improving the performance of enterprises, and to play its contribution to the success of enterprises through these activities. From the perspective of enterprise strategy, human resource management, as a strategic lever, can effectively affect the company's operating performance. The combination of human resource strategy and enterprise management strategy can effectively promote the adjustment and optimization of enterprises and promote the successful implementation of enterprise strategy. With the increasingly fierce competition among enterprises and the globalization of international economy, it is difficult for any enterprise to have a long-term competitive advantage. Often, after creating a certain competitive advantage, enterprises are imitated by competitors in a short time, thus losing their advantages. The competitive advantage formed by excellent human resources is difficult for other enterprises to imitate. Therefore, the correct human resource strategy is of great significance for enterprises to maintain a sustainable competitive advantage.
The goal of human resource strategy is to continuously improve the sum of human capital of enterprises. Expanding human capital, using the talents of all employees in the enterprise and attracting outstanding talents from outside are part of the enterprise strategy. The job of human resources is to ensure the supply of personnel needed for each position and ensure that these personnel have the skills needed for the position, that is, to shorten and eliminate the gap between the skills needed for each position and the ability of employees through training and development. Of course, we can also design salary system, welfare plan, provide more training and design career planning for employees to enhance the competitiveness of human capital, thus expanding human capital and forming a sustainable competitive advantage.
Second, human resources management problems and deficiencies
1? Under management? Nazism? The concept of the problem.
? Nazism? It is a common problem of traditional human resource management, and it is also a consistent criticism of modern domestic enterprises. ? Useful, used by me, useless, abandoned by me. ? This has indeed saved some expenses and short-term benefits of enterprises, and it is understandable to achieve short-term development. Do you see it? Nazism? what's up Effectiveness? . But we can't pursue all enterprise talents? Nazism? Well, it's an idiotic dream to create our enterprise value only by individual top talents or executives. Today, with the gradual improvement of the legal system and complete marketization, the human resources as the core competitiveness can not be thrown away when used, which is particularly prominent in the new labor law. Enterprise performance should not be based on squeezing employees who have contributed to the enterprise. On the contrary, enterprise talents must be cultivated and discovered by themselves, which is often seen in many foreign companies. Human resource management in foreign enterprises is truly people-oriented. They pay attention to the training of employees and the planning of career prospects. It is precisely because of this that many talents gather in foreign companies. I think the attraction of foreign companies is not only based on high salary, in fact, the salary level of our individual private enterprises and even state-owned enterprises will not be worse than that of some foreign companies. The key lies in the cultural atmosphere under the two enterprises, which comes down to the fundamental reason lies in the humanistic development level of enterprises.
2? Problems and shortcomings of management focus
Traditional human resource management is based on? Things? And then what? Things? As the core, and modern human resource management? People? As the core. What are we going to discuss here? Things? 、? Things? And then what? People? , I think? Things? And then what? Things? It should be attributed to relevant systems, rewards and punishments, etc. These things can be materialized, and at the same time, this is also the key management means of the human resources management department in the past. And then what? People? Well, I think it should refer to some measures taken by the human resources department to improve the human resources ability, such as career planning and training plan for employees. If my understanding is correct, then even today when modern human resource management is advocated, we still have to adopt a strict set. Things? And then what? Things? Be limited, otherwise, although we call it people-centered, it is likely that things will vary from person to person and from person to person. In my opinion, the focus of modern human resource management is to break all kinds of relationships that existed in enterprises in the past and form a fair and just incentive and distribution mechanism. It is impossible not to break these relations and the strict, fair and just system? People-oriented? Yes So, in this sense, what about things? And then what? People? Are equally important, or interdependent.
3? Problems and deficiencies in management vision
? The traditional function of human resource management is to recruit new people and fill vacancies. Modern human resource management not only has this function, but also undertakes the tasks of job design, standardizing workflow and coordinating working relationship? . In this respect, the management scope and vision of modern human resource management have been greatly expanded compared with the past personnel management. It can be said that the emphasis and emphasis are completely different. Under such a system, the quality of the personnel in the human resource management department is very high, because he must not only have the knowledge structure of modern human resource management, but also have considerable experience in enterprise management, so as to carry out work design and workflow standardization. As far as the personnel structure of the existing human resources management departments of state-owned enterprises is concerned, most of them are inherent personnel of traditional human resources management departments, and they do not have such ability in concept and knowledge structure. It is almost impossible to implement modern human resource management if these people are the main body. Therefore, there are few successful examples of state-owned enterprises implementing modern management system. It should be said that human resource management is an important obstacle.