A classic case of human resource management

Classical cases of human resource management (5 general theories)

Under the guidance of economics and humanism, human resource management refers to a series of activities to effectively use relevant human resources inside and outside the organization through management forms such as recruitment, selection, training and salary, meet the current and future development needs of the organization, and ensure the realization of organizational goals and the maximization of member development. It is the whole process of predicting the organization's human resource demand and making a human resource demand plan, recruiting and selecting personnel and effectively organizing, evaluating performance, paying salaries and effectively encouraging, and effectively developing in combination with the needs of organizations and individuals to achieve the best organizational performance. The following is a classic case of human resource management.

Classic case of human resource management 1 Mr. Li has been working in HR for five years in a large enterprise, and now he plans to jump ship to become a vice president in a small enterprise. "In the company, I always feel that I am a role that anyone can replace. Recruitment and interview can be done by colleagues in any department, and the company has a perfect salary design system. The more I think about it, the more I feel dispensable. "

Manager Wang, who works in state-owned enterprises, is also exhausted. He summed up his work as poor logistics roles such as "employee nanny", "punching bag", "fireman" and "sandwich biscuit". When the company holds important meetings, his department is often forgotten.

Manager Wang said: "It seems that the heads of human resources departments in many enterprises I have contacted are all good people, or those with poor professional ability will take up their posts. It is conceivable that the Human Resources Department is such an insignificant department. "

Q: From the perspective of human resource management, what are the reasons for the above problems? What does it inspire you?

Two-dimensional group, a classic case of human resource management, has developed from a manual workshop to a famous food production enterprise in China in just five years. At first, enterprises never made any plans, but now they are recruiting in the talent market because of the shortage of manpower. After the enterprise becomes more and more formal, it begins to make plans at the beginning of each year: how much income, how much profit, how much output, how many employees to allocate, etc. A small number of people can make new moves, and those who are overstaffed will ask for a reduction. Generally, new employees are recruited at the beginning of each year. However, because people are promoted, transferred, demoted and resigned from time to time throughout the year, there are staffing restrictions at the beginning of the year, and the human resources department doesn't know how many more people to recruit or what kind of people to recruit. As a result, human resources are trying to run to the talent market all year round.

Recently, due to the retirement of three senior skilled workers and two job-hopping, the production line was immediately paralyzed. The general manager of the group held an emergency meeting and ordered the human resources manager to recruit suitable personnel to replace the vacant positions and resume production within three days. The human resources manager stayed up for two nights, frequently running between the talent market and the interview site all over the country, and finally managed to recruit two retired senior technical workers to restart the production line. As soon as the personnel manager caught his breath, the regional manager called him again and said that his company was overstaffed and could not accept the five college students who died a few days ago. The personnel manager couldn't help but say angrily, "You said you were short of people, so I confessed, and now you don't want it!" " The district manager said, "Yes, I was short of people two months ago. You just gave it to me now, and it's long gone now. " The HR manager argued, "It takes time to recruit talents. I'm not the Monkey King. As soon as you say you are short of people, I will conjure one for you. " ……

Question: Try to use the theory of human resource management to analyze the problems existing in Company D and put forward relevant suggestions.

A small and medium-sized enterprise has recently drawn up its own bonus plan and is ready to implement it.

First of all, the principle of drafting this salary plan is: while ensuring the basic life, fully mobilize the enthusiasm and creativity of all employees, encourage individuals to work hard, emphasize unity and cooperation, and promote the common progress and development of the company and all employees.

Secondly, the basis of the scheme is to conduct salary accounting once a month according to the assessment results of companies, departments and individuals.

Features of this scheme:

Emphasize the unity of individual efforts and unity and cooperation; The unity of work reward and work reward and punishment; The integration of employees' personal destiny and the company's destiny; Do not emphasize qualifications, only value realistic work performance; Combination of quantitative evaluation and qualitative analysis; Performance appraisal is interdependent with salary, rewards and punishments, with assessment as the objective basis and treatment, rewards and punishments as the result. This will make the company management step by step on the track of "legalization" and avoid the adverse consequences caused by "rule by man" and subjective speculation. In the big family of the company, it is not about people, so that all employees feel fair, reasonable, scientific and enterprising, and promote the progress of the company and employees.

Fourth, the method of making a plan is:

(1) Interview each employee according to the responsibility analysis of each position, and determine each employee's basic salary and post salary;

(2) According to the assessment results of companies, departments and individuals, determine the performance coefficient of companies, departments and individuals;

(3) Determine the salary of each employee according to the following scheme and pay accordingly.

Basic salary+post salary company coefficient department coefficient personal performance coefficient

Q: Is this scheme reasonable and feasible? Please use the salary theory of human resource management you have learned to analyze it.

1, key points of answer:

This scheme is reasonable.

Modern human resource management includes acquisition, integration, maintenance and encouragement, control and adjustment, development and so on. However, at present, it is impossible to establish such a comprehensive and standardized human resource management scheme in terms of the institutional setup and the input of manpower, material resources and financial resources of most small and medium-sized enterprises in China. In order to adapt to the actual characteristics of small and medium-sized enterprises and reduce management costs, as long as we grasp the key of human resource management and fully embody the core and essence of "understanding, respect and people-oriented" in modern human resource management in terms of job responsibilities, job evaluation and salary distribution, we can avoid the dilemma of human resource management in small and medium-sized enterprises and embark on a more standardized track. There are two meanings here:

(1) The human resource management of small and medium-sized enterprises should get rid of the ideological shackles of traditional personnel management as soon as possible, and fully embody the concept and essence of modern human resource management in the design and implementation of all enterprise management systems, that is, understanding human nature, respecting human nature and putting people first.

(2) Small and medium-sized enterprises should mainly pay attention to and introduce the core technology of modern human resource management-3P mode when implementing modern human resource management scheme. Namely: firstly, according to the production and operation characteristics of the enterprise, carry out job analysis and make clear the post responsibilities of all employees; Secondly, according to the job responsibilities of the enterprise, design the performance appraisal scheme and tools of human resources; Finally, using the performance appraisal scheme and tools, all employees of the enterprise are assessed regularly, and according to the performance appraisal results, the salary, welfare and even bonus distribution scheme and tools are designed. In fact, job responsibilities, performance appraisal and salary distribution are an organic unity, and their organic connection can fully embody the principles of fairness, rationality, science and competition. Emphasize the unity of individual efforts and unity and cooperation; The unity of work reward and work reward and punishment; The integration of employees' personal destiny and the company's destiny; Do not emphasize qualifications, only value realistic work performance; Combination of quantitative evaluation and qualitative analysis; Performance appraisal is interdependent with salary, rewards and punishments, with assessment as the objective basis and treatment, rewards and punishments as the result. This will make the company management step by step on the track of "legalization" and avoid the adverse consequences caused by "rule by man" and subjective speculation. In the big family of the company, we should fully mobilize the enthusiasm and creativity of all employees, encourage individuals to make positive progress and strive hard, emphasize unity and cooperation, and urge the company and all employees to make common progress and development.

Henry Ford II attached great importance to employees. He once gave a speech on this content at the conference: "We should pay attention to human factors as we used to pay attention to the success of mechanical factors in order to solve the post-war industrial problems. Moreover, the labor contract should be negotiated in an efficient and good way like a commercial contract signed by two companies. "

Henry II kept his promise. He appointed Baker as the general manager to change the slack situation of the company employees when he took over from old Henry. First of all, Baker has established friendly contact with employees, so that they can eliminate the fear of being "fried", and also kindly criticized them for not being lazy and not arguing with each other.

For the benefit of both parties, employers and employees should help each other. At the same time, he listened to the opinions of the workers with an open mind and actively and patiently set out to solve the existing problems. Baker also worked out an employee participation plan with the trade union chairman and set up a "problem-solving" group composed of workers in various workshops. Workers have the right to speak, which not only solves their living problems, but also plays a positive role in promoting the whole production work of the factory. For example, in the past, when assembling the frame and body, workers had to stand in the ditch, holding a heavy wrench in their hands and screwing bolts and nuts with their heads down. Because the work is very hard, I often do it so-so, which affects the quality of the car. Worker gleim said, "Why not put the nut on the frame first and let the workers stand on the ground and screw the nut?" This suggestion was adopted, which not only reduced the labor intensity, but also greatly improved the quality and efficiency. Another worker suggested that the assembly line can be suspended for a while when the car body is placed on the chassis, which can make the work of the car body and chassis easier and avoid accidental injuries. After the proposal was adopted, the expected effect was achieved.

In order to spread the employee participation plan, Ford often organizes delegations composed of workers and managers to visit cooperative factories around the world, inherit classics and pass on treasures. This fully reflects the importance of employee participation in decision-making.

At present, the atmosphere of "employees participating in the process" has been formed inside Ford. With the continuous improvement of employees' sense of professionalism and cooperation, the production cost of a Ford car has been reduced by $65,438+095. We can also get a lot of enlightenment about employee management from Ford II and the current example of reviving its glory.

First, respect every employee.

This tenet, like an invisible line, runs through the activities of Ford Company in managing enterprises and the thoughts of enterprise leaders. This basic belief can't be forgotten by any other enterprise leader, so we should practice it in a down-to-earth manner. The improvement of production efficiency lies not in any mystery, but in people's sincerity, their dedication and their sense of identity with the achievements made by the company after effective training. From Ford's great success, we can roughly find some general principles applicable to all enterprises:

1. Let employees truly feel their importance.

When talking about his attitude towards employees, Manager Baker said, "Every time I meet someone, I will treat them meticulously and make them realize their importance. Absence of mind will only bring them harm. " Therefore, when he gets along with the workers, he listens to their conversation in a friendly and equal way and helps them solve all kinds of difficulties. In this way, employees' work morale will be higher.

2. Listen carefully to the opinions of employees.

Workers working on the assembly line are often more familiar with the production situation than leaders because they are in contact with the assembly line every day. They may think of unexpected ideas from managers to improve productivity. At this time, it is very important for leaders to listen to the opinions of workers. If employees come to you to talk about the company's production and operation suggestions, but you refuse, it will hurt their self-esteem and ultimately affect the improvement of labor productivity.

3. Be sincere and loyal to every employee.

The most precious thing between people is sincerity. Only friendship based on mutual trust, sincerity and loyalty can stand the test. If managers truly respect their employees, they must establish this time-tested friendship with them. This requires managers to keep asking questions and get along with subordinates as brothers, no matter what position they hold.

Second, fully participate in production and decision-making.

This is the most prominent point in Ford's employee management method. The company gives employees the right to participate in decision-making, which narrows the distance between employees and managers. The independence and autonomy of employees have been respected and brought into play, and their enthusiasm has also improved. The implementation of "full participation system" has stimulated the potential of employees and brought great benefits to enterprises. Practice has proved that once employees participate in management, the production efficiency will be doubled and the development of enterprises will gain a strong impetus.

The most important feature of the "participatory system" is to delegate all the management authority that can be delegated to the grassroots. Trust employees and constantly ask their opinions. This enables managers to get extensive support from employees no matter what difficulties they encounter. At the same time, this management system of employee participation has alleviated the irreconcilable contradiction between labor and capital to a certain extent, changed the situation of management and working class, and greatly reduced the internal friction of enterprises.

The 1990s are the era of decentralization, authorization and liberalization of enterprises. We should seize the pulse of the times, give workers power, give them obligations, and get more support and help.

Third, build a new generation of auto workers.

Talent is the pillar of success. Without talent, it is empty talk. In today's new technological revolution, the focus of competition among countries in the world, or between enterprises in a country, has focused on talents. The talents here are not only high-level professionals, but also a large number of high-quality workers as the production base. Therefore, Ford expects to replace 50% of workers in the next 10 years, and these jobs will be filled by people with higher education and self-motivation.

When Ford decided to recruit workers, the number of applicants was much higher than the planned number. In the face of many candidates, Ford adopted the method of employee screening, and the candidates took the exam for three hours. These tests include numbers, reading technical materials and answering questions, and choosing one of various trade tests. Subsequently, 1 1,000 candidates with high scores and solid work experience conducted primary elections. At least two employees of the company interview candidates and choose the most promising job seekers. Finally, candidates must pass the drug test and physical examination, and the doctor will determine whether they are competent for the job.

Because Ford pays attention to recruiting highly educated people, the overall situation of its new employees is that the proportion of highly educated people is on the rise. About 65,438+0/3 people have gone to college, about 4% have a four-year undergraduate degree, and about 97% have a high school diploma. Are higher than the original proportion of workers.

Manufacturing is not looked down upon as before, and many people with higher education are willing to screw on the assembly line. For example, William Ward, a college graduate with a history degree, entered an assembly plant of Ford. Although Ford doesn't expect all the new workers to be college graduates now, they undoubtedly want to recruit some workers who can save training and retraining costs when the factory continues to develop.

At the same time, Ford is greatly reducing the number of management personnel, so that workers can take part of the responsibility to ensure quality, re-improve production procedures and improve products. Undoubtedly, people with high education have certain advantages in this respect. The entry of highly educated people into Ford shows that a new generation of American automobile manufacturing workers is on the rise. In order to train a new generation of workers, we should pay attention to open recruitment and strict screening. The open recruitment system is a kind of shock and suppression to authoritarianism and bureaucracy in personnel management, and also an incentive to individual enthusiasm.

From the analysis of personnel management in Ford Company, it can be seen that the correct way of employing people is the key to the success or failure of the enterprise, and poor management is the biggest waste, even the most advanced science and technology can not play a role, so we must look at the problem from the perspective of human capital, organize and manage talents well, and only in this way can we ensure our cause to flourish.

Classic case of human resource management 5 1. What should I do if the company fails to handle the employee's resignation?

Well-off employees are the core employees of a company. Because individuals want to pursue better development and go through resignation procedures, they submit resignation applications according to the requirements of the company. However, the company is understaffed, so it wants to ask Xiaokang to stay and continue to work, and promised to give Xiaokang a raise. But in a blink of an eye, 1 month later, Xiaokang's salary did not increase, and he applied for resignation again. However, the department used the discussion of his claim as an excuse to delay the time. Xiaokang feels very confused. It's been a month since I applied for resignation last time. I hope the company can find new employees to handle the handover procedures as soon as possible. So xiaokang did the right thing?

Case analysis: From this case, the well-off approach is correct. Regular employees apply for resignation 1 month in advance, and go through the handover procedures after approval. Xiaokang submitted his resignation application a month ago. The company didn't understand the real thoughts of employees and take relevant measures to retain core employees, and there was no reasonable explanation for delaying the resignation time for Xiaokang, so it was inappropriate to delay the resignation time. The personnel department of this enterprise can take recruitment measures to recruit suitable talents to take over the well-off work. If you want to stay well-off, you must first communicate with well-off people, understand their real thoughts and take reasonable measures to comfort employees. If Xiaokang has no intention, it is necessary to find a suitable candidate as soon as possible and coordinate the handover time with Xiaokang to ensure that the work will not be suspended because of the resignation of employees.

2. How to deal with the problem of wage imbalance between new and old employees?

In order to pursue better development, a company hires outstanding talents from a certain place as company executives at a high salary, which is much higher than other senior managers of the company. Many employees expressed dissatisfaction with this, demanding higher wages, and even a supervisor wanted to leave. What should I do if this happens?

Case analysis: The most important thing for a company's salary level is to conform to the market situation, and it is the key to determine the salary according to the market salary level. Unless there are special reasons, the salary of new employees is higher than that of old employees, which will inevitably cause dissatisfaction of old employees. Therefore, these methods can be used to help solve the problem: first, let the old employees have more advantages in employee welfare and salary adjustment, and appropriately narrow the wage gap between new and old employees; Second, make clear the performance appraisal indicators of new employees, so as to clearly see their own work achievements. When making salary, it is very important to pay attention to the salary level according to the market situation and make salary according to the inherent fairness (performance) principle, so that it is possible to make a salary system that encourages employees.

3. What should I do if the technical backbone transformation management is not suitable?

Xiao Chen is the technical backbone of the company, and his technical ability has been recognized by the company. The general manager thought this talent was good, so he was promoted to the top of the company's technical department, mainly responsible for the management of the department. But this makes a technical background feel very hard, because the work involved in team management, interpersonal communication and coordination is not what he often likes, so he has the idea of quitting. So what can the general manager do to keep this core employee?

Case study: Career planning needs to be based on its own advantages and expertise, and what enterprises need to do is to provide opportunities for promotion by combining the company's development strategy and employee development methods. Xiao Chen is the core of technology. When transition management is very difficult, we need to consider whether it is really suitable for management. If you can't do the job well, it means you are not suitable. In order to give full play to the advantages that employees are good at, and for the better development of employees, it is only necessary to ensure that skilled employees can get considerable salary in management positions, and there is no need to make them unsuitable managers.

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