History of Human Resource Management in China

History of Human Resource Management in China

First, the history of human resource management

1, from traditional personnel management to human resource management

The origin of personnel management can be traced back to a long time ago, and the management of people and things is accompanied by the emergence of organizations. The personnel management in the modern sense developed with the appearance of the industrial revolution and evolved from the personnel management in the United States. Since 1970s, human resources have played an increasingly important role in organizations, and the traditional personnel management is no longer applicable. It has changed from management concept, mode, content and method to human resource management. Since 1980s, the thought and mode of western people-oriented management have gradually emerged. People-oriented management is people-centered management. People-oriented management is regarded as the first resource of an organization, and modern human resource management came into being. The difference between it and traditional personnel management is not only a change in terminology, but also an essential change.

1), traditional personnel management

(1), traditional personnel management activities. Early personnel management work was limited to trivial work such as personnel recruitment, selection, distribution, salary distribution and file management. Later, it gradually involves job analysis, performance evaluation, design and management of salary system, formulation of personnel system, planning and organization of employee training activities, etc.

(2) The essence of traditional personnel management. Traditional personnel management basically belongs to administrative affairs, with limited activities and short-term orientation. It is mainly carried out by personnel in the personnel department, and rarely involves strategic decision-making by top organizations.

(3) The position of traditional personnel management in the organization. Because personnel activities are considered to be low-grade, low-tech and do not require special professional knowledge, the importance of traditional personnel management is not taken seriously. Personnel management only belongs to the executive level and has no decision-making power.

2. The main differences between modern human resource management and traditional personnel management:

(1) Difference 1: Modern human resource management changes the function of traditional human resource management from administrative routine employee control to establishing a system of human resource planning, development, utilization and management, so as to achieve organizational goals and improve organizational competitiveness. Therefore, the fundamental difference between modern human resource management and traditional personnel management is that modern human resource management is strategic, holistic and futuristic. . It is regarded as a simple business management, separated from the framework of technical management activities. According to the strategic objectives of the organization, it has become the decisive content of organizational strategy and strategic management to formulate human resource management and strategy accordingly.

(2) Difference 2: Modern human resource management regards people as the first resource of an organization and pays more attention to the development of the organization, so it is more active. This is also the difference between modern human resource management and early human resource management. Early human resource management often only emphasized the management of human resources, ignoring the exploitability, dynamics and initiative of human resources. Nowadays, organizations pay more and more attention to the training and continuing education of human resources. Its investment is increasing, from the basic theory and method of general management to human resource planning. There are more and more people involved in training and education in the organization, from top to grass-roots employees, from new employees to employees who are about to retire. Employees of all levels and ages participate in training and education, and the way of human resources development has also changed greatly. Rich job content, job rotation, providing more opportunities and career planning of employees have all become new methods of human resource development. The traditional way of college training, enterprise use, or enterprise training for personal use has also become more important. The human resource management department becomes the production benefit of the organization. The basic task of human resources function is to achieve organizational goals with the least investment, that is, to determine the minimum number of manpower and the minimum personnel standards required by the organization through job analysis and human resources planning, and to control recruitment costs and create benefits for the organization through recruitment and employment planning.

The function of human resources development can create more economic benefits for the organization. On the one hand, the final result of human resource development is that it can bring output far greater than input to the organization. On the other hand, by making a feasible human resource development plan, more investment can be saved for the organization in terms of cost. The purpose of human resources integration and regulation is to satisfy employees, improve their enthusiasm for work, give full play to the overall advantages of human resources and create benefits for the organization. Organization is an open social system, and it is an input and output system that interacts with the social environment. Therefore, we should not only pay attention to the naturalness of human resources, but also pay attention to the identification, exploration, improvement and play of employees' abilities, and pay more attention to the social attributes of human resources and the social psychology of employees. Pay attention to the coordinated development of organization and society, and pay attention to the coordinated development of employees and organizations. We should not only pay attention to the improvement of productivity and efficiency, but also pay attention to the improvement of employee satisfaction and quality of work and life. At the same time, the organization is a system of "overall growth". In an organization, in the process of developing and managing human resources, we should not only pay attention to the individual role of employees, but also pay attention to the cooperation and coordination among employees, and emphasize the overall advantages of teams and organizations. We should not only pay attention to the proper role of employees in their posts, but also pay attention to the effectiveness of employees in the posts that are most suitable for their potential. The salary function of human resources can also bring benefits to the organization. Motivation is the core work of human resource management, which aims to stimulate employees' work motivation. Reasonable remuneration and welfare, as the most direct incentive means, can mobilize the enthusiasm of employees, give play to their role and serve the organization. Reasonable remuneration and welfare can also save costs for organizations, because reasonable remuneration and welfare are determined by two factors: one is remuneration and welfare. Second, it should be able to reflect the corresponding remuneration and welfare level of the same industry in this region.

(3) Difference 3: Human resource management implements people-oriented management for employees. Modern human resource management confirms that employees are "social people", which is different from personnel management.

"Economic man", which believes that the primary goal of an organization is to meet the needs of employees' self-development. In today's people-oriented management mode, human resources departments should implement more "personalized" management in administrator's working hours, pay attention to the improvement of employees' job satisfaction and quality of work and life, and minimize the control and constraints on employees. Provide more help and advice to employees to help individuals grow and develop in the organization. A relatively mature personnel management model has been formed in the industry, but this traditional, passive and transactional labor management lacks frontier. With the changes in the internal and external environment of enterprise development and the increasingly fierce market competition, the traditional personnel management mode has gradually changed to the modern human resource management mode under the impetus of the modern human capital theory represented by theodore schultz in the western economic theory circle.

Human resources are the first resource of modern enterprises, the basis for enterprises to gain competitive advantage and the difference between life and death, which has become the consensus of Chinese and foreign enterprise managers. At present, China is in a critical period of economic transformation, and the deepest reasons for many problems in the process of enterprise reform and development should be attributed to human resource management. China enterprises urgently need to change the human resource model and realize the transformation from the traditional backward human resource model to the modern human resource model.

Second, the status of human resource management

The word "human resources" was put forward by peter drucker, a famous contemporary management master, in his book "Management Practice" in 1954. In this academic work, Drucker put forward three functions of management: managing enterprises, managing managers and managing employees and their work. When discussing the management of employees and their work, Drucker introduced the concept of "human resources". He pointed out that compared with other resources, the only difference is people. And it is a resource with "special assets" that managers must consider. Drucker believes that human resources have the characteristics that other resources do not have at present, that is, "coordination ability, integration ability and judgment ability" Managers can use other resources, but human resources can only be used by themselves. People have the absolute right to work or not to work.

After the Second World War, due to the development of science and technology applied to management, the role of people was once ignored. However, in the 2 1 century knowledge economy, enterprises must rely on the creativity and initiative of their managers and technicians to win competitive advantages, so the role of people cannot be underestimated. Therefore, people-oriented management has become the mainstream management values of management, that is, taking people as the main body of the enterprise, establishing the main position of people in the enterprise, and focusing all management activities of the enterprise on mobilizing the enthusiasm of employees. The ultimate goal of modern enterprises, the economic goal of traditional enterprises is to maximize profits, while the goal of modern enterprises is to pursue economic and social benefits.

Human resources are the most basic and important resources for social production. Compared with other resources, human resources are dynamic, dual, timely, renewable and social.

1, how to strengthen enterprise human resource management

1), establish the value orientation of "people-oriented management".

Market economy is an efficient economy. Whoever has high efficiency and strong ability will have an advantage in the competition and win high added value and low cost returns. Therefore, the core value orientation of enterprise human resource management must also change from right standard and family standard to efficiency standard and ability standard.

Enterprise leaders must take the lead in changing their ideas, establish the management concept of "people-oriented, efficiency first", and use people well, flexibly and in the most suitable places. Formulate a system that is compatible with it. In particular, a fair and just employee evaluation, incentive and restraint system can truly achieve "the capable are superior and the mediocre are inferior", mobilize the enthusiasm of employees and give full play to their creative potential.

Take human resources as the first resource for enterprise development and the optimal allocation of human resources as the most important resource allocation, revitalize human resources, optimize the structure, rationally allocate them, and give play to the efficiency of teams and groups.

2) Establishing human resources is an important resource for enterprises.

The connotation of human resources includes the development of human resources. Human resource development is a process of cultivating employees' knowledge and skills, management level and values. The development of human resources is also the internal demand of workers. Therefore, as the most dynamic and active resource of an enterprise, human resources must be managed and developed in an open dynamic system.

First, optimize the allocation of human resources.

The optimal allocation of human resources is a systematic project, which at least includes the following systems: organizational division of labor system, employee assessment incentive and restraint system, and employee social security system. Among them, the organizational division of labor system is the most important system, and dynamic management must be implemented:

(1) Adjust the organizational structure and division of labor in time according to the changes in the internal and external environment of the enterprise, and strive for the most effective combination of human resources.

(2) according to the annual employee performance appraisal, give promotion, and strive to achieve "energy level correspondence".

(3) Strengthen the communication between middle managers, so that they can better understand the business philosophy, management characteristics, business processes, etc.

Second, develop the potential of human resources.

At present, there are three major defects in China's human resources: large quantity, poor quality and unreasonable structure. Of course, this is only a temporary phenomenon, if we tap the potential of employees through targeted and planned training. It can still be changed This is why many large international companies call enterprises "learning organizations". According to statistics, the knowledge or skills a person learns in school only account for 40% of the knowledge and functions he has in his life. Through self-study and training, we can completely change the situation of large quantity, poor quality and unreasonable structure.

3) Establish a perfect performance evaluation system.

The human resources department should form a standardized job description through job analysis and clarify the responsibilities of employees. Determine employees' work goals or tasks. Judge the relative value of a position through position evaluation. Establish the company's salary policy so that employees have clear expectations.