The Origin and Development of Human Resource Technology

HR (human resources) is the abbreviation of human resources, which refers to human resources. HRM is the abbreviation of human resource management, which refers to human resource management (also called HR management).

In the early 1970s, the theory of human resource management mainly focused on discussing how to implement effective human resource management activities, and through the analysis of employees' behavior and psychology, determined the impact on productivity and job satisfaction, thus making the theory of human resource management pay more attention to employees' safety and health. The management of people and things is accompanied by the emergence of organizations. Personnel management in the modern sense developed with the emergence of the industrial revolution and originated from personnel in the United States.

Management has evolved. 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resources have played an increasingly important role in organizations, and the traditional personnel management is no longer applicable.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.

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. The nature of traditional personnel management is that personnel management basically belongs to administrative affairs, with limited scope of activities, mainly short-term orientation, mainly carried out by personnel department staff, and rarely involves strategic decision-making of high-level organizations. Position 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.

Human resource technology refers to the use of modern management science to solve problems, plan, organize, command, control and coordinate a series of activities such as acquisition (selection), development (education), retention (retention) and utilization (employment) of human resources, and finally realize the development goals of enterprises. The ultimate goal of human resource management is to promote the realization of enterprise goals. Armstrong made the following provisions on the objectives of the human resource management system:

(1) The enterprise's goal is ultimately achieved through its most precious resource-employees;

(2) In order to improve the performance of employees and enterprises as a whole, people should take it as their duty to promote the success of enterprises;

(3) It is a necessary prerequisite for enterprises to make the most effective use of resources and achieve business goals to formulate coherent human resources policies and systems closely related to enterprise performance;

(4) Strive for the matching and unification of human resource management policies and enterprise goals;

(5) When the corporate culture is reasonable, the human resource management policy should play an auxiliary role; When the enterprise culture is unreasonable, the human resource management policy should promote its improvement;

(6) Create an ideal enterprise environment and encourage employees to create and cultivate a positive work style; Human resource policy should provide a suitable environment for the cooperation, innovation and improvement of total quality management;

(7) Create a responsive and adaptable organizational system to help enterprises achieve specific goals in a competitive environment;

(8) Enhance the flexibility of employees' working hours and work contents;

(9) Provide relatively perfect working and organizational conditions and provide all kinds of support for employees to give full play to their potential.

(10) Maintain and improve the workforce, products and services.