2010-9-1514: 8 Wang Dingan
This paper discusses the changes faced by enterprise human resource management in the new economic era from two aspects of social economy and enterprise management, and analyzes the development trend of enterprise human resource management in this environment, such as constructing strategic human resource development and management, attaching importance to knowledge workers and developing knowledge management.
Great changes have taken place in the strategic environment of China enterprises in the new economic era. The process of industrialization and marketization of enterprises in China coincides with the rapid development of economic globalization and information technology. On the one hand, new technologies and industries are constantly emerging, the reorganization of production factors and industrial transfer are accelerated, and the structure of consumer demand is upgraded, which gives birth to many profit opportunities and development space; On the other hand, marked by the per capita GDP exceeding US$ l000, China's modernization process has entered a new stage, the economic and social structure is undergoing profound changes, the market economic system has been established and improved, and the final transition will be completed after China's entry into the WTO, and the competitive situation is urgent. Enterprises must deepen reform, innovate management, eliminate institutional and institutional obstacles that affect and restrict the development of enterprises, inject human capital into the development of enterprises, improve economic quality and efficiency, and improve the survival and development ability of enterprises. What impact does the strategic environment change and management change requirements of enterprise development have on human resource management? What are the development trends of human resource management? These questions make us think.
1 Social and economic changes faced by human resource management in the new economic era
In the new economic era, China's social economy is undergoing profound and extensive changes, which are characterized by rapidity, dynamics, uncertainty and complexity. As far as enterprise human resources are concerned, the following four aspects deserve our more attention:
(1) Economic globalization. Economic globalization has completely changed the boundary of market competition and made enterprises face unprecedented challenges. Economic globalization includes new thinking on new markets, new products, new ideas, new enterprise competitiveness and management methods. Enterprise managers need to rethink the role and value cultivation of human resources in enterprises with new thinking and establish a new competitive cultivation model.
(2) Social knowledge. 2 1 century is a learning society, and more and more people will be engaged in the creation, dissemination and application of knowledge, and create wealth for the society through these activities. In such a society, knowledge management ability becomes the key to the core competitiveness of enterprises, and knowledge becomes the source of competitive advantage of enterprises. Enterprises should pay more attention to employees and their skills and knowledge, and truly regard knowledge as the wealth of enterprises.
(3) Information networking. The rapid development of electronic communication, computer, internet and other technologies has eliminated the geographical isolation between enterprises and individuals, made the world smaller, and created a working environment and vision that is not restricted and bound by geographical boundaries. The rapid development of new technologies not only improves the operational efficiency of enterprises, greatly reduces transaction costs, but also has a great impact on enterprise management. The development of technology will constantly redefine working hours and working methods. The rapid development of information technology will make enterprises more and more aware of the important role of "people" who create and invent technology and use manipulation technology.
(4) Diversity of employees. With the development of national modernization and the further improvement of the labor market, the flow of personnel is bound to be more frequent and the composition of employees in enterprises is more complicated. Because different types of employees have different education levels and different cultural backgrounds, their knowledge, skills and values, work motivation and needs show obvious differences. Employees with different knowledge, skills and qualities have different values to the enterprise, and different employees' salary forms will be different. The differences between knowledge-based employees and ordinary employees, long-term employees and temporary employees, and senior managers and ordinary professionals will emerge and become a new problem in employee relationship management.
2. Enterprise management changes faced by human resource management in the new economic era
2. 1 Changes in the source of enterprise development
In the ever-changing business environment, the source of enterprise development lies in the fact that enterprises can constantly discover the threats and development opportunities brought about by environmental changes, and can constantly find reasonable solutions to the same problem and resources to support such solutions. The discovery and solution of problems and the adaptation of enterprises to environmental changes depend on the knowledge possessed by the organization and the learning ability of constantly updating knowledge. The learning ability of knowledge will be the source of future enterprise development.
2.2 changes in enterprise development strategy
The development strategies of enterprises in different periods are different. Generally speaking, the development strategy of enterprises before 1950s mainly focused on the competition for resources. From then until the 1990s, the development strategy of enterprises mainly focused on market competition; However, the post-90 s generation is mainly reflected in the shaping of the core competence of enterprises and the struggle for time. As enterprises begin to focus on reducing costs to focus on differentiated advantages, and focus on scale and efficiency to focus on innovation and speed, agile manufacturing, agile supply, technological innovation and management innovation have become the themes of enterprise strategic management in the new economic era.
2.3 changes in the organizational form of enterprises
Enterprise organizations in the new economic era are characterized by networking, flattening, flexibility, diversification and globalization. In addition, enterprises with core competence, if combined with other enterprises, will give full play to their advantages and create as much added value as possible. In this context, virtual organization and dynamic alliance will become new organizational forms in the future, and business outsourcing, alliance, merger and strategic alliance will become routine activities in enterprise management.
2.4 Changes in the content of enterprise activities
Learning and training activities will become the most important activities of enterprises besides production and business activities, and become an integral part of daily work; For employees, learning and training is no longer a burden, nor a reward given by the organization, but an obligation of the organization and a composition of work; Instant learning and continuous learning will become the main ways for employees to learn; The purpose of employees' work is no longer to survive, but to regard the organization as a place to live. Therefore, improving the quality of work and life of employees has become an important goal of enterprise management.
3 the development trend of human resource management in the new economic era
3. 1 Building strategic human resources development and management
In the new economic era, enterprise human resource management is strategic human resource management, that is, human resource management around the strategic objectives of enterprises. It encourages the use, effective development, control and mobilization of enterprise human resources according to the human resources management plan established in advance at the strategic level, so as to maximize the established goals of organizational development. Strategic human resource management is people-oriented, focusing on people's initiative and creativity, focusing on human resource development and human capital investment, as well as the spiritual encouragement of employees; Organize the top decision-makers to formulate human resources planning from a strategic perspective, coordinate relevant functional departments and implement strategic management; Responsible by all managers, involving major issues of enterprise management, such as property rights, democracy, legal system and culture. It is organized and managed by all staff, facing external challenges with an open and dynamic attitude, and has systematic and scientific special methods and technologies.
3.2 Pay attention to knowledge workers and implement knowledge management.
The new economic era is an era dominated by talents, and the phenomenon of talents chasing capital will be replaced by the phenomenon of capital chasing talents. The higher the quality, the rarer it is. The more opportunities hot talents get and the higher the reward. The competitive advantage of enterprises will depend more and more on their innovation ability. Knowledge workers will become the focus of enterprise human resource management, and the creation, transmission, application and appreciation of knowledge will become the main content of human resource management.
3.3 Establish new employee relations to meet the needs of employees.
Faced with many environmental changes in the new economic era, modern enterprise organizations have the characteristics of networking, flattening, flexibility and diversification, and the management system is becoming more and more flexible. Cooperation and complementarity will replace hierarchy. Enterprises pay more and more attention to intellectual capital, knowledge accumulation, human resources investment and management, which is no longer just the work of human resources management departments, but needs all-round care of the whole enterprise, including top managers and front-line employees. Human resource management will include the sum of all management decisions and behaviors that affect the relationship between enterprises and employees. It relies on moderate decentralization, enterprise democratic management, scientific management and employee participation, so that personal interests and enterprise interests are closely combined, and all employees of the enterprise consciously work for the same goal. So as to realize high work efficiency.
3.4 Around the value chain, expand the scope of management
Human resource management increasingly highlights its important role in the enterprise value chain, which is to provide added value for "customers". The customers here include both users outside the enterprise and various departments and units within the enterprise. The human resource management department should actively strengthen the close contact with all business departments of the enterprise, and support and cooperate with the long-term strategy of the business departments. For many years, human resource managers have always stressed that human resource management behavior should be confined to the enterprise. Now, the shift to customer orientation and value creation orientation requires shifting attention from the inside of the enterprise to the value chain on which the enterprise depends, regardless of whether the object of attention is inside or outside the enterprise. The human resource behavior within the enterprise can continuously act on the suppliers and customers outside the enterprise, and the training around the value chain interweaves the suppliers, employees and customers into a value chain team.
3.5 Attract and retain outstanding talents to help employees develop.
On the one hand, enterprises should help employees plan their careers, provide personalized human resources services and products for employees, and consider the increase of human capital of employees in the process of working in their own enterprises; On the other hand, efforts should be made to improve the quality of work and life of employees, so that they can realize their life values and goals through their work and life in enterprises. In addition, enterprises should also increase the cost and risk of employee mobility and limit the rash and bubble flow of talents.
3.6 Various virtualization management and information technologies
The wide application of information technology will inevitably change people's way of life, work and thinking. Accordingly, the Institute of Human Resource Management is required to use information technology, especially the Internet, as a tool to effectively integrate the human resources of different places and organizations and serve the enterprise strategy and objectives. Information technology will also change the way human resource management functions work.
3.7 organizational reengineering and building a learning enterprise
With the improvement of social knowledge, the development direction of enterprises is to establish a learning organization, that is, an organization that can continuously create, apply and transfer knowledge. Learning enterprises emphasize the importance of learning and adapting to the development of the environment, the learning of all members of the enterprise and the development of the ability of members of the enterprise. The key to building a learning enterprise is to effectively develop the human resources of the enterprise through the operation of a learning organization. Learning and training activities will become the most important activities outside the production and operation activities of enterprises and become an integral part of daily work; For employees, learning and training is no longer a burden, nor a reward given by the organization, but an obligation of the organization and a composition of work; Instant learning and continuous learning will become the main ways for employees to learn.
3.8 Develop enterprise capabilities and advocate the values of "people-oriented"
In the new economic era, enterprise capabilities include hard capabilities and soft capabilities. Hard ability refers to technical ability, such as being able to create technologies with market value; Soft ability refers to organizational ability, such as the ability to attract and retain global talents. Comparatively speaking, soft tissue ability is more difficult to acquire or imitate. If human resource managers want enterprises to have and maintain these capabilities, especially soft capabilities, they must arrange human resource management policies and practices from the perspective of cultivating enterprise capabilities, and the cultivation of their own capabilities and whether the cultivated capabilities can be continuously used by enterprises depend on the values and culture of enterprises. In modern enterprises, human resource management is value-oriented, and the values and culture of "people are above everything else" have become the mainstream.
4 conclusion
In the new economic era, enterprise human resource management is facing a series of changes, showing a new development trend. As an open system, the development process of an enterprise is a process of constantly adapting to environmental changes. If enterprises can understand and grasp these development trends and actively implement the innovation of human resource management, they can effectively enhance their competitiveness and promote their development.