Comparative analysis of human resource management in Chinese and foreign enterprises

Human resource management is defined as the management of human resources in an organization, which refers to all the management processes and activities of an organization to acquire, maintain, motivate, use and develop human resources. The so-called meaning of human resources is the general name of people with intellectual and physical labor ability owned by a society, including quantity and quality. The concept of human resources originated in the 1960s, and the business community used to call it "personnel management". The main difference is that human resources regards employees as the assets of the organization, and needs to develop various service functions for employees, such as human resources planning, recruitment examination, salary and welfare, education and training, career development, etc., instead of the traditional business limited to personnel administration.

Now let's talk about some problems existing in enterprises in China.

Chinese enterprises are beginning to realize the importance, overall situation and long-term nature of human resource management, but the problems existing in human resource management of domestic enterprises are still very obvious:

1, which is seriously polarized. Some famous domestic enterprises have implemented strategic human resource management, but the human resource management of most small and medium-sized enterprises still stays at the traditional personnel management level.

2. The professional quality of human resource managers is low. Most enterprises are not equipped with full-time human resource managers, and even if there are, they still operate according to the traditional personnel management mode, manage files and pay salaries. The School of International Business Administration of Guangdong University of Foreign Studies conducted a special survey on the degree of specialization of human resources management in dozens of foreign-related enterprises in Guangdong Province. The main results are as follows:

Guangdong is one of the most economically developed areas in China, and the level of human resource management specialization of foreign trade enterprises is still so low, which shows that the overall level of human resource management specialization of enterprises in China needs to be improved urgently.

3, information technology in enterprise management penetration is insufficient, it is difficult for human resources departments to get away from transactional work.

Although many enterprises have built enterprise local area networks and realized the connection with the Internet, managers and employees at all levels in many enterprises are not used to completing the traditional management interaction content through the network, and the value of the network in enterprise management has not been fully exerted. For the human resources departments of these enterprises, it means that it is difficult to get rid of transactional work, unable to focus on core affairs and inefficient.

Now we look abroad.

1. Enterprises in developed countries attach importance to strategic human resource management. Strategic human resources refers to the mode of planning various deployments and activities of human resources in order to enable organizations to achieve their goals. Strategic human resource management is an indispensable part of enterprise strategy, which includes all aspects of achieving organizational goals through people. Human resource management in developed countries attaches great importance to the role of human resource allocation in enterprise development. The personnel department of an enterprise plays a strategic role in the management and development of human resources. Its focus is not on first-aid treatment of employees' problems, but on actively participating in the formulation of business development strategies of enterprises, encouraging employees' enthusiasm, initiative and creativity, satisfying employees' sense of accomplishment, creating enterprise value shared by employees and enterprises, and helping enterprises successfully achieve strategic goals.

2. Developed countries attach importance to the development and training of human resources. Enterprises in developed countries attach great importance to the education and training of employees, and regard education and training as strategic human resources activities to obtain and maintain the competitiveness of enterprises. Due to the rapid development of science and technology, vocational education and employment training have become an important means to improve the quality of workers and promote production development and economic growth. In American enterprises, each employee receives an average of 15 hours of education and training every year, totaling1500 million hours; The average annual cost of education and training for small companies is $265,438+$800,000. At present, more than 1 200 American multinational companies, including McDonald's and KFC, have set up management schools, Motorola has set up its own universities, and its annual investment in training is/kloc-0.2 billion US dollars, while GE's annual investment in training and education is as high as 900 million US dollars. The board of directors spends a lot of time on human resource management, including giving lectures in person.

3. The human resources departments in developed countries pay attention to creating a good working environment for employees. In developed countries, human resources management departments communicate with employees in various ways, for example, by attending employees' birthday parties and family day parties, to understand employees' understanding of corporate culture and listen to suggestions, so that employees can understand the development goals of enterprises, guide employees to participate in enterprise management, and make employees feel that they share the same fate with enterprises. The human resources management department also regularly and irregularly reports the problems encountered by employees at work to the management, and puts forward suggestions to solve the problems, helping enterprises to establish a harmonious working environment of concern and cooperation.

4. Enterprises in developed countries pay attention to improving the incentive mechanism for enterprises to motivate employees and retain talents. The human resource management of enterprises in developed countries attaches great importance to continuously improving and perfecting the incentive function of employees' wages and benefits, and has formed a more flexible and effective distribution system. There are two characteristics of enterprise salary and capital distribution in developed countries: (1) reasonably widening the income gap of employees. American enterprises attach great importance to talents and give them very favorable economic conditions; (2) Revealed income and socialized welfare. Such as stock options for senior managers, stock appreciation plans, performance rewards for ordinary employees and employee stock ownership plans.

Through the above comparison, we can find some differences in human resource management between Chinese and foreign enterprises.

First, enterprises in developed countries pay more attention to the combination of human resource management and enterprise development strategy than state-owned enterprises in China. Most of the existing personnel management of state-owned enterprises in China still follow the personnel management mode under the planned economy system. This kind of management is divorced from the development strategy of the enterprise, emphasizing the management function of personnel management itself, focusing on the management of rules and regulations, in order to solve the current problems of the enterprise and carry out the assigned matters. This system remained basically unchanged from the 1950s to the 1980s. Although a series of reforms have been carried out since the reform and opening up, the human resource management of enterprises is still in the traditional personnel management stage, and its functions are mostly the formulation of salary distribution plan, personnel deployment, promotion and training. However, employees, including management, have not made unified planning according to the needs of enterprise development strategy, let alone the selection, training, appointment and incentive provisions in line with national policies, so as to maximize the creativity of employing people and increase the wealth of enterprises and society. The traditional personnel management makes it difficult for China enterprises to adapt themselves, and the means of personnel allocation are weak, so it is impossible to form an optimal allocation mechanism for rational flow. Personnel arrangements in enterprises are often set by people, and personnel management with feelings greater than law is still very common.

Different from us, the requirements of large American enterprises for recruiting employees are not limited to job requirements, but also include testing interpersonal skills, loving life and being helpful, and whether they have a strong sense of urgency for career progress. That is, in the process of recruiting employees, the quality of employees should be combined with the development strategy of enterprises. American enterprises pay more attention to the combination of employee recruitment, employment, training and use with enterprise development strategy. Its focus is not only on the first-aid treatment of employee problems, but also on quality from the beginning of recruitment, so that the recruited employees must meet the needs of enterprise development strategy, actively encourage employees to participate in the formulation of enterprise development strategy in use, stimulate employees' enthusiasm, initiative, creativity and challenge, satisfy employees' sense of accomplishment, create the same corporate values as employees and enterprises, and help enterprises achieve strategic goals smoothly.

Second, enterprises in developed countries pay more attention to the development of human resources and the cultivation of employees' quality than those in China. Human resource development is an activity to improve the performance of employees and the whole organization through planned and continuous training and education. In China, the training of state-owned enterprises is usually separated from the personnel department, and short-term training courses are generally held by various business departments. This kind of training is limited to on-the-job training and often focuses on the present. This is very common in the emergency training for enterprises to introduce advanced equipment and IS09000 series to meet the standards. The personnel department of the enterprise has not made a plan to train potential managers who meet the future development needs of the enterprise from the perspective of developing people's ability. As far as the present situation of human resources in state-owned enterprises is concerned, the quality of employees can't meet the development needs of enterprises and talents can't be discovered. The rise and fall of enterprises are mostly related to the main leaders.

In enterprises in developed countries, employee training is not limited to the job skills training conducted by enterprises in China, but a series of training is conducted in a planned and targeted manner, with the purpose of improving employees' job skills, and more importantly, developing people's abilities and cultivating potential senior management talents. The participation of talents and employees is an important weight for the success of enterprises. General Electric under Welch's leadership is famous for attaching importance to talents and has formed unique experience in the cultivation and use of talents. The company has a business development research institute, which is also a school for cultivating business talents. The annual budget is as high as $654.38+0 billion, and the number of senior managers is as high as 654.38+0 million. As the chairman and CEO, Welch's important job is to give a lecture at the institute once a month. Welch regards hating bureaucracy as the first of all talents' qualities, which is a shock to China managers who are used to seniority.

Third, the personnel departments of enterprises in developed countries pay more attention to creating a good working environment for employees and building the corporate culture needed for enterprise development than in China. The personnel management department of state-owned enterprises in China is not responsible for promoting the formation and development of corporate culture. This work is basically promoted by the enterprise's workers, youth organizations, women's organizations, youth organizations and youth organizations, and has not formed a joint force with the personnel department. The individual value orientation of employees is not consistent with the business philosophy and development strategy of enterprises. In fact, the personnel department of China's state-owned enterprises has not incorporated corporate culture into human resource management, which makes the corporate culture's functions of encouragement, guidance, cohesion, integration and binding in an enterprise not well explored, nor has it been summarized and applied as the scientific law of economic development itself. The sense of responsibility of employees as masters has become an empty talk, and it is difficult to retain talents.

The personnel management departments of enterprises in developed countries have the function of communicating the relationship between employees and enterprises. Its employees often listen to employees' opinions on enterprise and personnel management by attending employees' birthdays, parties and surveys of employees who have left the enterprise, guide employees to understand the development goals of the enterprise, participate in enterprise management, satisfy their sense of accomplishment, and let employees feel their existence and influence on the enterprise. Personnel in the personnel department also reflected the concerns of employees to the management, put forward suggestions to solve the problems, and helped enterprises to establish an open, respectful and cooperative working environment, which enabled the company to accumulate many outstanding talents and loyal employees. Bill Hugh Park Jung Su, founder of Hewlett-Packard Company, believes that all men and women want to do a good job and create something. As long as they are provided with the right environment, they can do this. What Bill means is that everyone is a potential talent, and as long as there is a suitable environment, they will all become real talents. Coincidentally, Kōnosuke Matsushita in the East also has a famous saying: "Panasonic produces people as well as electrical appliances." If we believe that everyone can do fruitful work, then there will be no shortage of talents in front of us. The core content of corporate culture mainly refers to the clear and unified thoughts, consciousness, spirit, beliefs and values within the enterprise. The management concept contained in corporate culture and the corporate personality formed by corporate core values play a vital role in the business behavior of enterprises.

Fourth, enterprises in developed countries pay more attention to continuously improving the incentive mechanism that conforms to the enterprise's incentive to employees and retention of talents than enterprises in China. In the United States, the personnel department of enterprises can strengthen the motivation of employees by constantly improving and perfecting wages and benefits. The wages paid by enterprises to employees are not fixed, but change year by year. The same position has a range of wages, with upper and lower limits. People who have just entered the same position, regardless of their ability, are at a lower wage level, which increases every year, but the growth rate is not necessarily the same. If the work is good, the increase will be large, otherwise the increase will be small. The higher you go, the greater the increase. If you reach the upper limit, you need to be promoted to raise capital. This constantly encourages employees to challenge high-value positions.

There are many similarities in the salary categories of state-owned enterprises and their employees in China. However, there is no incentive for employees to improve their capital. As long as the enterprise is profitable, employees can be promoted if they do well; The performance appraisal of employees is even more emotional than the law, and the incentive effect is gone.

Five, the staff of the personnel department of enterprises in developed countries have more comprehensive working ability than the staff of the personnel department of enterprises in China. Compared with traditional personnel management, human resource management is more strategic. Human resources are the most important resources in international competition and enterprise competition. This makes human resources become the most decisive content in enterprise management, and the human resources department has also risen to the strategic department. In the enterprises in developed countries, the vice president of personnel in the enterprise company has become an important member of the decision-making team. This highlights the importance that foreign companies attach to talents and human resources. Human resources in the new era need a forward-looking strategic vision to help enterprises improve their operating efficiency and promote their development and growth. This requires the staff in the human resources department to have a high comprehensive quality. The head of the international personnel department of American chewing gum company pointed out that the key knowledge and ability that professional personnel managers of large and medium-sized enterprises in the United States should have at present mainly include: having good communication skills, being able to listen to and understand the needs and ideas of others; Have high language expression ability; Ability to coordinate and solve problems (that is, coordinate employee relations); Be able to use statistical skills to explain labor and related situations; Knowledge of laws and regulations (such as labor law, employment standards law and related laws and regulations); Management leadership (that is, the ability to guide and train managers at all levels to do management work constructively); Familiar with the company, familiar with the development strategic objectives of the enterprise, and participate in the goal setting of functional departments. By contrast, the gap between us is obvious.

Through the above analysis, human resource management of foreign enterprises has given us a lot of enlightenment.

1. China enterprises should attach importance to the development of strategic human resources. The human resource management of enterprises in China should achieve the goal of gaining competitive advantage in human resource allocation through human resource planning, policies and management practices. Through the matching of human resources and organizational strategy, flexible use of human resources management activities and organizational strategies to achieve organizational goals and strategically promote human resources management to a strategic position is to systematically link people with organizations and establish a human resources management system with China characteristics that combines unity and adaptability.

2. Enterprises in China should establish a people-oriented management idea, attach importance to the development and utilization of human resources, strengthen the development and management of talents, and actively change their concepts, and regard talents as the most dynamic, energetic and creative resources of enterprises. Enterprises should strengthen the communication between managers and the managed, pay attention to emotional communication, form harmonious and United interpersonal relationships, take employees as the core resources of enterprises, manage enterprise talents well, establish and improve the democratic mechanism of enterprises, let employees have a sense of belonging and create more value for enterprises at the same time.

3. China enterprises should manage enterprise talents. On the one hand, we must have high-intensity preferential policies to attract outstanding talents, on the other hand, we must provide opportunities for talents, make good use of talents, retain talents, and make talented employees useful. Establish a special protection system for key talents. Retaining key talents is the foundation of enterprise development and is of great significance to managers. As Liu Chuanzhi, a famous entrepreneur, said: "Small companies do things, big companies behave, and talents are the most profitable commodities. Enterprises that can manage talents well are the ultimate big winners. According to Watson Wyatt's survey, 80% of enterprise managers think that the "people" factor is more important in the current enterprises, and 67% of enterprise managers think that it is more important to retain suitable talents than to attract fresh new troops. At present, many units are "overcrowded on the one hand, and brain drain on the other". "Some people are idle and generally lack a set of scientific human resource evaluation standards, such as job analysis, ability test, performance appraisal and so on.

4. Enterprises in China should improve the talent incentive mechanism. Stimulate talents' innovative desire, innovative spirit and innovative potential with market mechanism. Fully respect the personality of talents, so that talents can enjoy the sense of accomplishment of contributing to society, the satisfaction of realizing their own values, and the sense of honor recognized and respected by society; Pay attention to the individual efficiency of talents, establish a salary and security system that is suitable for labor and contribution, and implement the policy that knowledge, technology, information and other production factors participate in the distribution, so that the contribution of talents can get corresponding material returns; Encourage and support professional and technical personnel, management personnel and skilled personnel of enterprises and institutions to invest and start businesses in areas not explicitly restricted by the state with knowledge, technology, achievements, patents and management, and obtain legitimate income from them. Reasonable salary incentive system design can attract needed talents, so it is necessary to scientifically design performance appraisal and salary incentive system, develop employees' potential, create a harmonious environment and improve labor productivity. The design of reward system should not only consider the fairness inside the enterprise, but also consider the balance outside the enterprise, so as to establish a suitable incentive system.

Through the above analysis, there are still many deficiencies in human resource management in China, and China enterprises should improve their human resource management system according to their own characteristics.