The significance of human personality differences to enterprise management

First, the meaning of personality differences

Personality refers to the sum of a person's overall stable psychological characteristics. Anyone's psychological process includes three processes: cognition, emotion and intention. Personal psychological characteristics refer to the tendentiousness and characteristics of these three psychological processes. It is these stable tendencies and characteristics that constitute the so-called personal psychological view, that is, personality. Because of their different characteristics, people's personality differences are formed, which are mainly manifested in temperament differences, ability differences and personality differences.

Second, understand the significance of personality differences to management.

Every successful enterprise and individual has its own personality and unique advantages, and will eventually stand out in the fierce competition. Therefore, managing enterprises and cultivating talents should be based on their special personality. In other words, in order for employees' personalities to be fully displayed and used by enterprises, the key is that managers should make good use of their materials and set a relaxed environment to make their personalities develop healthily, instead of setting a fixed framework to limit them. Personality has never been restricted, otherwise it would not be called "personality".

Sex, especially intellectual personality. Therefore, for enterprise managers, the key is to set up a relaxed, positive and stimulating environment, pay attention to employing people's strengths in specific work processes and job arrangements, pay attention to the specific system formulation of posts, and pay attention to individual differences in incentive mechanisms, so that the positive aspects of each employee's personality can be correctly guided and fully exerted in the whole management process.

Third, the role of personality differences in human resource management

1 Paying attention to individual differences can match the characteristics of talents with job requirements, which is beneficial to both organizations and individuals. Because the process of recruitment and employment is the process of finding the most suitable staff in the future, it requires candidates not only to have a certain degree of fit with organizational culture, but also to be suitable for specific jobs, which is directly linked to personal performance, so it is a more important aspect. The content of position analysis not only provides a basis for organizing recruitment, but also provides a reference for candidates to measure whether they like or are suitable for the position, which promotes real two-way choice in practice.

Paying attention to personality differences can better realize the adjustment of job matching in work practice. Even if the organization's talent selection work is very good, it is impossible to determine that new employees can fully adapt to specific jobs. Through a period of social learning such as training and self-adjustment, some employees can adapt well and even have the potential to accept more challenges. Some employees can't adapt to one job in character, but they can perform well in another position. Therefore, it is necessary to adjust job matching in practice, so that employees can better adapt to the environment and enrich their work content.

Paying attention to personality differences can better realize the personality complementarity of personnel collocation. Generally speaking, the managers of a unit or a department should not all be equipped with people with the same or similar personality and ability. There is a simple reason. If ten excellent people who think they are first-class and have strong personalities are put together to do things, and everyone has their own firm opinions, then these ten people will have ten opinions, and they can't make decisions at all, and the plan can't be implemented. However, if only one or two out of ten people have outstanding intelligence and strong comprehensive leadership qualities, and the rest have their own personalities and abilities, then these people will be persuaded to obey those one or two clever leaders and the work will be carried out smoothly. Therefore, enterprises should not only consider talents, but also pay attention to the complementarity of people's collocation ability and personality.

4. Paying attention to personality differences can realize the dialectical unity of management system norms and employee personality stimulation. A completely standardized enterprise management system is not to curb the personality development of employees. If enterprises only pay attention to the consistency and obedience of employees to enterprise management, do not advocate employees' personal innovation consciousness and initiative, and do not encourage employees to play their individuality, over time, enterprises will fall into a state of dead management, and such enterprises will inevitably die out. Therefore, respect individual differences, give full play to the initiative and potential of employees, and let employees in each position have the opportunity to play their strengths and use their abilities. Finally, the "win-win" between enterprises and employees will be realized.

Paying attention to personality differences can develop employees' personality temperament. Although people's original quality characteristics are hereditary and difficult to change, under the influence of subjective and objective conditions, temperament characteristics will eventually change. Through training and exercise, their temperament and behavior can be cultivated to a certain extent, which can not only enrich the experience of employees, but also make employees and enterprises grow together.

Four. conclusion

To sum up, the significance of personality differences to human resource management lies in how to make use of the characteristics of individual differences, vary from person to person, guide human resource management according to the situation, and make the human resource management of enterprises constantly adapt to the new situation of deepening reform and the new requirements of socialist market economy, and constantly step onto a new level.

refer to

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2. Li modified, Li Fuhua: the application of personality differences in management [J]. Journal of Huaibei Coal Teachers College (Philosophy and Social Sciences Edition), Volume 26,No. 1 issue.

3. Shu. On personality differences and enterprise personnel management [J]. China Journal Network

4. Lin Hui: On the psychological management of talents under the conditions of market economy [J]. Journal of Minxi Vocational University, No.3, September 2005.

5. Stephen P. Robbins. Organizational Behavior M. Beijing: Renmin University of China Press, 1997.

6. Ross Human resource management m. Beijing: Renmin University of China Press, 1999.