Introduction to human resource management
Problems and Countermeasures of Human Resource Management in Modern Enterprises
With the development of society and economy, human resources, as the most precious resources, are playing an increasingly important role in enterprise management. In order to survive and develop in the market competition, enterprises must attach importance to human resource management. But now many enterprises generally have unreasonable human resources structure, low overall quality and serious brain drain. How to develop and manage human resources scientifically has become the primary problem faced by these enterprises.
First, the definition and significance of human resource management
(A) the definition of human resource management:
Human resource management refers to the rational allocation of human resources in a planned way according to the requirements of enterprise development strategy. Through a series of processes such as recruitment, training, use, assessment, encouragement and adjustment of employees, the enthusiasm of employees can be mobilized, the potential of employees can be brought into play, value can be created for enterprises, and the realization of strategic objectives of enterprises can be guaranteed. It is a series of human resources policies and corresponding management activities of enterprises.
(B) the significance of human resource management:
The rise of knowledge economy and the rapid development of information technology have eliminated the obstacles to the transmission of human knowledge and information, and also brought about great changes in management consciousness and management concept. With the introduction of advanced western management ideas, modern human resource management has impacted the existing labor and personnel management system in China and will eventually replace it. Compared with the traditional labor and personnel management, the application of human resource management in China enterprises has just started, and the understanding of foreign related theories still stays? Point? At this stage, it is far from systematic introduction, digestion and absorption, and its real realization? From labor and personnel management to human resource management? Function transformation of.
Second, the problems of human resource management in modern enterprises
Most state-owned enterprises in China still use the old human resource management model. Because this model is out of line with the development strategy of enterprises, it lacks effective salary system, employment mechanism and human resources development system, and does not pay attention to performance appraisal, which has not adapted to the needs of the reform and development of state-owned enterprises under the market economy. The main problems are as follows:
(A) weak foundation of human resources management
Human resource management has always been and will continue to be the key to the long-term healthy development of enterprises. As China's economic model is changing from a planned system to a market system, the human resource management of China enterprises will also face the challenge of system transformation and function promotion.
Compared with the advanced human resource management system in the west, the human resource management system of China enterprises from human resource planning, job analysis, employee training to employee career planning is not perfect, post management is basically incomplete, and capacity management has not been mentioned on the agenda of management system construction.
(b) The core functions of the human resource management system are basically out of order.
Compared with the human resource management mode of world-famous enterprises, the overall quality of human resource managers in China is not high, which leads to the failure of human resource management and development functions. In reality, there are quite a few middle and senior managers who lack human resource management knowledge, fail to fully assume their own responsibilities, have no practical measures and business decisions, lack long-term planning for enterprise human resource management, and have insufficient investment in human capital; Enterprise human resource managers have not mastered the systematic and advanced human resource management concept, can not apply new theories to guide their work, can not jump out of the traditional labor and personnel management framework, still work with things as the center, and ignore? People? The development and utilization of resources make the work function not in place.
(C) the performance management system is not perfect
Compared with the current social environment and the trend of humanistic environment, for example, under the premise that the proportion of knowledge workers is increasing and the self-awareness is getting stronger and stronger, the human resource management of many domestic enterprises is still controlled and paternalistic. Performance management is still in the primary stage, the evaluation index system is not perfect, and the evaluation concept is relatively old. Many enterprises have not established a performance management system. Although they have tried their best to improve various management systems, there are still many shortcomings. For example, some sales companies have many meetings and have to hold one or two formal meetings a month. What is the reason? The assessment system is not perfect, and it is impossible to make standardized guidance and supervision on the daily work of employees, which is also a blind spot of enterprise efficiency management.
(D) The problem of incentive mechanism is serious.
Incentive mechanism is a means to encourage employees to improve their work efficiency and quality by some means. Many enterprises cannot scientifically analyze the different needs of employees, let alone establish a targeted incentive mechanism.
Third, modern enterprise human resource management solutions
(A) People-oriented management
(1) What is talent? New economy? The remarkable feature of modern enterprises is that they are essentially the competition of talents, people-oriented is the fundamental direction of management development, and the mission of all social organizations is to realize the all-round development of people. Enterprise is not a pure economic organization, but a kind of? Serving people? Social organizations should bear corresponding social responsibilities, the starting point and destination of management should be the unity of organizational interests and employee interests, and the fundamental task of management is to promote people's all-round development.
2 thinking? As an individual, it doesn't matter whether a person has the ability, what matters is whether he has the right to support him. What is this based on? Right? This way of thinking, reflected in the organizational activities of enterprises, is to fight for power and profit. The people-oriented way of thinking is completely different from it. Its core idea is to regard human resources as the most important resource of the enterprise, and the focus of resources is to create a good environment so that every employee can give full play to his strengths and achieve greater achievements.
(2) Formulate human resource development plan and standardize human resource management mode.
How many talents are needed, what kind of talents are needed, whether they are cultivated by themselves or imported from outside, etc. to achieve the business development goals of enterprises in a certain period of time and make enterprises develop rapidly. All these require careful investigation and thinking, as well as a systematic and complete human resources development plan. Nowadays, the competition among enterprises is becoming increasingly fierce, and the transfer of human resources is also accelerating. Therefore, enterprises should not only make short-term (5 years) human resources development plans, but also make medium-and long-term (5-) human resources development plans.
(C) to understand the psychological state and needs of employees
Many studies have shown the influence of employees' psychological state on employees' personal and organizational performance, which provides a useful reference for managers in organizations to better grasp employees' needs in their daily work. Therefore, in the management and assessment of employees, it is necessary to combine performance indicators with psychological factors indicators, strengthen communication, and understand employees' sense of fairness, job satisfaction and organizational commitment from various channels.
4) Do a good job analysis and post design, and establish a complete human resource management mechanism.
Job analysis is the foundation and platform of human resource management. The phenomenon of overstaffing in China's existing enterprises, especially state-owned enterprises, is still very serious, which is highlighted by the mismatch between people and things, which not only reduces management efficiency, but also increases labor costs. Modern enterprise organizations must make necessary adjustments with the changes of their internal conditions or external environment.
Fourth, summary.
Using the right people, using good people and retaining people has become the key to the development of enterprises. Therefore, modern enterprises must reform and standardize the old employment system, solve the outstanding problems encountered in talent management, and find corresponding countermeasures and programs in order to achieve long-term development.
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Introduction to human resource management
chapter one
1, land, labor capital and entrepreneurship are considered as the four elements of resources.
2. Human resources: that is, the whole person employed by an enterprise is a versatile and resource-rich productive resource.
3. Human capital: Human capital is two abilities possessed by workers, one is inherited and the other is acquired through acquired learning.
4. The nature of human resources: (1) initiative (2) timeliness (3) value-added (4) sociality (5) variability (6) exploitability.
5, the role of human resources: (1) Human resources are the key factor in the formation of wealth (2) Human resources are the main force of economic development (3) Human resources are important resources of enterprises.
6. Management: the process of planning, organizing, leading and controlling various resources owned by an enterprise in a specific environment to ensure that the established goals of the organization are realized in an effective way.
7. Human resource management: It means that enterprises attract, retain, motivate and develop employees through various policies, systems and management practices, arouse their enthusiasm, give full play to their potential, and then promote the realization of organizational goals.
8. Function: Absorb and maintain development incentives? Choose, educate, use and stay?
9. Goal: The ultimate goal: to help achieve the overall goal of the enterprise.
Specific objectives: (1) Ensure the quantity and quality of human resources in the source of value; (2) create a good human resource environment for value creation; (3) Ensure the accuracy and effectiveness of employee value assessment; (4) Realize the fairness and rationality of employee value distribution.
chapter two
1. Motivation: the process of stimulating people's internal behavioral motivation and making them move towards the set goals.
2. Hierarchy of needs theory: physiological needs, security needs, society and achievements.
3. Two factors: motivation and health care.
4. Achievement motivation theory: right demand, belonging demand and achievement demand.
5. Meaning: 1. In personnel selection and placement, it is of great significance to measure the characteristics of a person's demand system for distribution.
2. Understand the demand system of employees and establish a reasonable incentive system.
6. Human resource management environment: refers to various factors that have an impact on human resource management activities.
7. Analysis and evaluation consider two factors: 1, environmental complexity 2, and environmental stability.
8. External environment: 1. Political factors: the influence of political environment on government management methods, principles and policies.
2. Economic factors: 1 economic system 2. Economic development and labor market situation.
3. Legal factors. Cultural factor
9. Internal environment: 1. Enterprise development strategy: the combination of human resource management and enterprise development.
2, enterprise organizational structure 3, enterprise life cycle 4, enterprise culture
chapter three
1. Manager: the undertaker of management activities and functions.
2. Role: Sociological concept refers to the right and obligation to regulate behavior patterns consistent with a certain social status of people.
3. The activities of human resource managers and human resource management departments are divided into three categories: 1, strategy and transformation activities.
2. Business function activities. civil service
Human resource manager should play a certain role in the organization. The collection of all human resource manager roles forms the role of human resource management department 1, business partner 2, change promoter 3, human resource expert 4 and leader.
1, position analysis: it refers to the process of understanding a position within an organization and describing the relevant information of the position in a format so that others can understand the position.
2. Concepts related to career analysis: action, task, position, post, professional family, occupation and career.
3. The purpose of career analysis is to make managers and employees correctly understand their positions and ensure the realization of organizational expectations.
4. The function of position analysis: 1, which provides basis for other human resource management activities. 2. It has spillover effect on enterprise management.
5. Timing of position analysis: 1. The new enterprise has just been established. 2. I haven't done position analysis. 3. Need to adjust strategy and develop business.
Service 4, technical innovation, re-establishment of posts and personnel after productivity improvement, and establishment of a new system.
6. Position analysis principle: 1, system analysis principle 2, attention to position principle 3, based on current work.
7 Job analysis steps: 1, preparation 2, investigation 3, analysis 4, completion.
8. Post quality model: the composition of a series of post qualities needed to complete a certain goal.
chapter five
1. Human resource planning; It refers to forecasting the supply and demand of personnel in a certain period under the guidance of enterprise strategy and business planning, and taking corresponding measures according to the forecast results to balance the supply and demand of human resources, so as to meet the demand of enterprises for personnel, provide quality and quantity human resources guarantee for the development of enterprises, and provide human resources support for realizing the strategy, goals and long-term interests of enterprises.
2. Contents of human resource planning (1) Overall human resource planning (2) Business plan of human resources
3. The significance and function of human resource planning; (1) Human resource planning is helpful to the formulation of enterprise development strategy. (2) Human resource planning helps enterprises to maintain the stability of personnel. (3) Human resource planning helps enterprises to reduce labor costs.
(4) Human resource planning is instructive to other human resource management functions.
4. Human resource demand forecasting refers to the analysis and estimation of the quantity, quality and results of human resources needed by enterprises in a specific period in the future.
Chapter vi
1. Recruitment refers to the process of making corresponding vacancy plans and finding suitable personnel to fill these vacancies under the overall development strategic planning of the enterprise, including recruitment, selection and employment.
2. The significance of recruitment (1) determines whether an enterprise can absorb excellent human resources. (2) It affects the flow of personnel.
(3) Expenses affecting human resource management (4) It is an effective way for enterprises to publicize.
3. Factors affecting recruitment (1) External factors include national laws and regulations, external labor market and competitors. (2) The internal factors of the enterprise include the image of the enterprise itself, the recruitment budget of the enterprise and the enterprise policy.
Chapter VII
1. Career planning refers to a person's action plan and action plan to establish his career goal, obtain career information and choose a career that can achieve this goal through the analysis of his own conditions and objective environment.
2. The significance of career planning (1) helps employees realize their children's goals and ideals, and helps employees make their whole career more effective. (2) For enterprises, it can stabilize the workforce, reduce brain drain, conduct effective management, improve performance and promote corporate culture construction.
Chapter VIII
1. Training and development refers to a planned and continuous activity that enables employees to have the knowledge and skills needed to complete their current or future work through various means, and changes their work attitude, so as to change their performance in their current or future posts, and finally realize the overall performance improvement of the enterprise.
2. The significance of training and development lies in helping to improve enterprise performance, employee satisfaction, competitive advantage and corporate culture.
Chapter 9
1. Performance: employees' work ability and attitude which are related to organizational goals and can be evaluated.
2. Performance management: set employees' performance goals and collect performance-related information, regularly evaluate and feedback employees' performance goals and completion, so as to ensure that employees' work activities are consistent with their work output and organization, and then ensure the completion of organizational goals.
3, a series of performance management:
Chapter 10
1. Salary: refers to all kinds of direct and indirect economic income paid to employees by enterprises in recognition of their work and services.
2. Salary management: under the guidance of business strategy and development planning, the enterprise comprehensively considers the influence of internal and external factors, determines the salary system, salary structure and salary form, determines the salary that employees deserve, and carries out salary adjustment and control.
3. The significance of salary management: (1) helps to attract and retain excellent employees (2) helps to motivate employees (3) helps to improve enterprise performance (4) helps to shape a good corporate culture.
4. Principle (1) Legality (2) Fairness (3) Timeliness (4) Economy (5) Dynamic.
Bankruptcy reorganization protection
1. Employee relationship: the rights and obligations of all subjects in an enterprise, including the owner, manager, employee and employee spokesperson, around the employment relationship and interest relationship.
2. Employee relationship management: enterprises adopt various management methods and behaviors to adjust the relationship between employees and enterprises and employees in order to achieve organizational goals.
3. Labor relations: A legal relationship in which state organs, enterprises and institutions, social organizations, individual economic organizations and private non-enterprise units sign labor contracts with workers according to law, and the workers accept the management of the employer, engage in the work arranged by the employer, and receive labor remuneration from the employer.
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