Human resources management system

Human resources management system:

1. Basic theory of institutionalized management

1. The concept of institutionalized management

With system The management method that uses norms as the basic means to coordinate the collective collaborative behavior of enterprise organizations is institutionalized management. Institutionalized management is often called "bureaucracy", "bureaucracy" or "ideal administrative organization system". It is a management method proposed by Max Weber of Germany and widely used by modern large organizations

. The essence of institutionalized management is to use scientifically determined institutional norms as the basic restraint mechanism for organizational collaborative behavior, and mainly rely on external, scientific and reasonable rational authority to implement management. In the process of business organization and management, there are different types of management methods due to different basic means of management.

2. Characteristics of institutionalized management

From the perspective of the content of management methods and the essence of institutionalized management, the main characteristics of institutionalized management are as follows:

(1) On the basis of division of labor, clearly define the powers and responsibilities of each position, and institutionalize these powers and responsibilities as clear norms.

(2) According to the power of different positions in each organization and at each level, determine their status in the enterprise, thereby forming an orderly chain of command or hierarchical system, and consolidating it in the form of an institution.

(3) Specify in writing the characteristics of the job and the qualities and abilities that personnel should have, and select all members of the organization based on technical qualifications obtained through formal examinations or educational training.

(4) In enterprises that implement institutional management, ownership and management rights are separated. Managers are not the owners of the enterprises they manage. Managers are only temporarily in a position of power based on the power granted by the law. In principle, all employees in the enterprise should obey the regulations of the system

(5) Management There are three characteristics in the implementation of personnel management: first, according to the principle of assigning people according to the situation, each manager is only responsible for specific work; second, each manager has the necessary power to perform his own functions; third, the managers are responsible for The power possessed must be strictly limited and must comply with the provisions of relevant charters and systems. These rules are independent of personal sentiment and apply universally to all situations and to all.

(6) The position of a manager is the career of a manager. He has a fixed remuneration and the opportunity for promotion based on seniority and talent. He should be loyal to his duties, not to a certain person.

3. Advantages of institutionalized management

Compared with traditional management based on informal authority, institutionalized management has more advantages.

(1) Separation of individuals and power

(2) It is the embodiment of rational spiritual rationalization

(3) Suitable for the needs of modern large-scale enterprise organizations

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2. Types of institutional norms

Institutional norms are various charters, regulations, codes, procedures, etc. used in the organizational management process to constrain the behavior of all organizational members, determine work methods, and stipulate work procedures. A general term for procedures, standards, methods, etc.

Institutional norms do not have strict boundaries and can be classified using a variety of labels. According to the different levels and scope of constraints involved, institutional norms can be divided into the following five categories.

1. Basic enterprise system

The basic enterprise system is the "constitution" of the enterprise. It is a fundamental system among enterprise system specifications, which stipulates the formation and organization of enterprises and determines the nature of enterprises. The basic system of an enterprise mainly includes the legal property ownership form of the enterprise, corporate articles of association, board of directors organization, senior management organization standards, etc.

Systems and norms. It stipulates the respective rights, obligations and mutual relationships of enterprise owners, business managers, and enterprise organization members; determines the ownership relationship and distribution method of property; and restricts the scope and nature of enterprise activities.

2. Management system heart

Management system is the activity framework that stipulates all basic aspects of enterprise management and regulates collective collaborative behavior. The management system is a system norm that is slightly lower than the basic system of the enterprise. It is a norm used to restrict collective activities and behaviors. It is mainly aimed at the collective rather than the individual. For example, the powers and responsibilities of each department and each level and the mutual cooperation and coordination relationship; various professional management regulations (personnel, finance, business); information communication, command-obedience relationship, etc. systems.

3. Technical specifications

Technical specifications are regulations involving certain technical standards and technical regulations. It reflects the inherent technical requirements of objective things in production and circulation procedures. It is scientific and regular and must be strictly observed in economic activities. Technical specifications involve a lot of content, from various technical standards to process production processes, and even packaging, storage, transportation, use and processing, which all have inherent rules. Things that are often encountered in enterprise organization and management mainly include technical standards, operating procedures, production process flow, storage and transportation requirements, use, maintenance and repair regulations, etc.

4. Business specifications

Business specifications are work processing regulations formulated for those firms that exist in large numbers and appear repeatedly in the process of business activities, and for which scientific solutions can be found. The objects specified in the business specifications have repeatability characteristics.

Business specifications are highly procedural and are a powerful means for people to deal with routine and repetitive problems.

Most business specifications have a technical background. They are based on experience and are sublimated work procedures and processing methods, such as safety specifications, service specifications, business procedures, operating specifications, etc.

5. Behavioral norms

In corporate organizations, some institutional norms involve personal behavior, such as the 2nd, 3rd, and 4th norms above; there are also some norms that specifically target personal behavior. formulated. Such as personal behavioral ethics, labor discipline, appearance and appearance standards, etc. Personal behavioral norms are the collective name for all institutional norms that restrict personal behavior. It is the lowest level and the widest scope of constraints in corporate organizations, but it is also the most basic institutional norm. Institutional norms involve individual behavior to all levels and aspects of corporate organizations. All these institutional norms combine to form a complete constraint system.

3. The composition of the enterprise human resources management system

1. The enterprise human resources management system can be planned and designed from two aspects: the basic management system and the employee management system. , the systems belonging to the basic management of labor and personnel can include:

2. Regulations on organizational structure and setup adjustment; regulations on job analysis and evaluation; regulations on job setup and personnel cost budget;

3. Regulations on internal and external personnel recruitment (including contract management regulations);

4. Regulations on employee performance management (management by objectives); regulations on personnel training and development;

5. Salary and welfare regulations (including social insurance regulations);

6. Regulations on labor protection supplies and safety accident handling;

7. Other regulations, such as occupational diseases Prevention and inspection regulations, etc.

The systems for employee management mainly include: regulations on working hours such as overtime, shifts, and irregular work; attendance regulations; vacation regulations; annual leave regulations; labor protection and family planning regulations for female workers; employee regulations Regulations on rewards and punishments; regulations on employee travel expense management; regulations on employees wearing badges; regulations on employees leaving the country for personal reasons; regulations on internal communication channels for employees; regulations on employees’ reasonable suggestions; regulations on employees’ cross-level complaints; and other related matters Provisions such as provisions for employee satisfaction surveys, etc.

IV. Characteristics of the enterprise human resources management system

(1) The enterprise human resources management system embodies the basic functions of human resources management. Modern enterprise human resources management is based on organization The management of human objects in society, in a certain sense and extent, involves at least the following five basic functions:

1. Recruitment

This function includes the following activities: Clarify the organization According to the demand for middle-level jobs, put forward a plan for personnel recruitment; provide equal employment opportunities to qualified job seekers; use scientific methods to determine the most qualified candidates who meet the job requirements

2. Maintain

< p>This function consists of the following activities: effectively motivating employees, always maintaining the enthusiasm, initiative and creativity of employees to work effectively, so that their potential can be fully utilized; providing employees with a safe, healthy and comfortable working environment and conditions, and creating Good corporate culture atmosphere.

3. Development

Through education, training and training, promote the improvement of employees’ knowledge, skills, abilities and other qualities, and continuously maintain and enhance employees’ competitive position at work. Develop employees' labor capabilities.

4. Appraisal

Make a comprehensive assessment and evaluation of employees' work results, labor attitudes, skill levels and other aspects; conduct a comprehensive assessment and evaluation of the organizational atmosphere and management status, as well as employee morale Survey analysis and overall evaluation.

5. Adjustment

In order to maintain the normal status of employees, through rewards and punishments, dismissal, promotion, transfer and other methods, the skill level and work efficiency of employees can meet the requirements of the position.

The above five basic management functions revolve around management links such as planning, organization, supervision, motivation, coordination and control. To effectively complete these functions, enterprises must strengthen various basic tasks and establish, Improve and improve the human resources management system.

(2) The enterprise human resources management system embodies the unity of material existence and spiritual consciousness

In the enterprise human resources management system, there are two basic elements implicit, one is One is tangible, the other is intangible. In other words, on the one hand, it is a series of norms and standards that reflect the internal laws and operating rules of the production, exchange, distribution, and consumption of material materials in an enterprise, that is, the management of specific human resources activities and processes. regulations; on the other hand, it is a concentrated expression of the enterprise spirit, business philosophy, values ??and other ideologies formed in the long-term practice of production and operation activities. However, intangible and ideological factors are more important than the tangible and concrete implementation of management regulations. They restrict and

affect the tangible and specific management regulations.

5. Basic principles of human resources management system planning

1. Closely integrate the interests of employees and the company and promote the common development of employees and the company. This is Basic principles of enterprise human resource management system planning.

2. Based on the internal and external environment and conditions of the enterprise, establish a human resources management system suitable for the characteristics of the enterprise to make it more dynamic.

3. Enterprise human resources management systems should innovate and make progress while learning from advanced foreign human resources management theories.

4. Enterprise human resources management system planning and innovation must be carried out within the overall framework of national labor and personnel laws and regulations.

5. Enterprise human resources management system planning must be coordinated with the enterprise collective contract. Because the enterprise's collective labor contract is signed jointly by the enterprise's administrative leaders (usually the general manager and deputy general manager) and employee representatives (usually the president and vice-chairman of the labor union), it is the product of many rounds of consultation and negotiation, and it is clear

It defines the respective rights and obligations of both employees and enterprises, and is a very important component in adjusting labor relations.

6. We must pay attention to the collection, communication and processing of management system information, and maintain the dynamic nature of the enterprise's human resources management system planning.

6. Basic requirements for formulating a human resources management system

Since the management system is a system that stipulates the activity framework for all basic aspects of enterprise management and regulates collective collaborative behavior, it will also be separately dispersed It is a necessary link to integrate individual behaviors into purposeful collective behaviors and is the basic means on which management relies. The formulation and formation of various systems in enterprise organization and management must meet the following five basic requirements.

1. Start from the specific situation of the enterprise

2. Meet the actual needs of the enterprise

3. Comply with legal and ethical norms

4. Pay attention to systematicness and matching

5. Maintain rationality and advancement