How human resource management improves corporate performance

The Chinese Academy of Sciences has a major in Applied Psychology-Human Resource Management, a two-year study program with dual certificate courses. If you meet the conditions, you can apply to get a master's degree.

Specific courses cover the following topics: salary design, employee training, performance management, conflict management, corporate organizational structure design, corporate management innovation system, organizational group psychology, crisis management, 360-degree evaluation, and career design , corporate training management, employee mentality management, leadership art, team building and management, performance appraisal, corporate culture construction...

1. Complete the required courses, pass the required course examination, and complete 35 credits, that is, Upon completion, a "Certificate of Completion of the Postgraduate Course of the Institute of Psychology, Chinese Academy of Sciences" will be issued; 2. Those who pass all courses will be issued a "Qualification Certificate for Human Resources Manager of the Institute of Psychology, Chinese Academy of Sciences". 3. Those who meet the requirements can apply for a part-time master's degree. Participate in the national equivalent examination (Comprehensive Examination in English and Professional Courses) and pass within four years.

As human society enters the era of knowledge economy, the process of economic globalization continues to accelerate, and market competition becomes increasingly international. Facing new challenges, the survival and development of enterprises increasingly rely on high-quality human resources. It can be said that human resources have become the first resource. Correspondingly, the management and development of human resources has become a hot issue among theoretical circles and entrepreneurs. As a discipline that directly studies humans, psychology should play a unique role in human resource management and development.

1. The perspective and characteristics of psychology in studying human resource issues

As a discipline that takes the laws and mechanisms of individual psychological activities as its research object, psychology should demonstrate the Characteristics of individual caring. The so-called individual care has two meanings: first, psychology selects or understands problems from a micro level, and is more concerned with specific issues related to people in all aspects of business management; second, psychology focuses on thinking and solving problems based on people. Regarding human resources issues, we have a relatively tolerant attitude towards the weaknesses and shortcomings of people, and have a natural tendency to care about human nature. Specifically, the individual care characteristics of psychology are reflected in two aspects: In terms of basic research, psychologists and human resource researchers in other fields have different topic selection orientations and methodological preferences. Psychologists are more concerned with the study of the "elements" of human resources. Human resources are composed of individuals, so individuals are the basic units of human resources; each individual has its own psychological state and characteristics, so individual psychological state and characteristics are elements of human resources management. Psychology is based on the change of individual psychological state and the improvement of consciousness level as its starting point and destination. It never prejudges or prejudges a person's mental state or consciousness, but rather summarizes or generalizes relevant judgments or conclusions based on the collection of facts or information. In terms of practical operations, psychology has a unique focus and analytical framework when understanding various practical problems that arise in human resource management, which leads to solutions that are different from management. When companies introduce any management measures or policies, they should take into account the psychological feelings of employees and the behavioral consequences of such feelings. Discerning entrepreneurs should have the feeling of "individual care": from the perspective of organizational performance, every employee is the creator of corporate profits, and caring for employees is oneself; from the perspective of employee development, every employee is the creator of corporate profits; from the perspective of employee development, every employee is the creator of corporate profits is a “product”, it is the entrepreneur’s duty to care for his employees.

2. Human resource management and development means changing people

The author believes that what should be changed is people's consciousness. Behavior is the product of systems and regulations, and is highly imitable and easy to obtain. As long as you tell your employees what they should do and how to do it, they will be able to implement the relevant behaviors according to your requirements. However, such behavior is short-term, passive, and sometimes out of shape and deformed because it does not involve the participation and support of employees' consciousness. Quality is a concept that is difficult to define in an operational sense, so it is difficult for us to propose or formulate a theory or management plan to change employee quality. Quality is also a sensitive concept with personal evaluation significance. When we try to change or improve the quality of employees, it means that we set their quality to be low, which may cause ethical issues such as prejudice and discrimination. Moreover, the question of whether qualities can be tamed or changed is still a controversial issue in academic circles. The focus of human resource management and development should also be on changing and increasing employee awareness. When every employee of an enterprise can consciously and proactively assume their social obligations and work responsibilities and strive to achieve a career, the energy of its human resources will be released to the maximum extent. In fact, employees' ideology has always been a highly valued issue in human resource management in our country. Psychology itself is a science about human consciousness and its changing laws. The knowledge, principles and methods it provides play an irreplaceable role in making human resources management and development more flexible, rational, effective and scientific. . Psychologists also have the responsibility and obligation to apply and promote psychological methods and means into corporate human resource management and development practices to intervene and enhance the awareness levels of employees and managers.

If organizational behavior can intervene more in employees' behavior, then psychology should intervene more in employees' consciousness.

3. It is necessary to realize that the human resources management department of the enterprise is different from the original personnel department

On the issue of human resources management, there is no ready-made dogma, so there is no kind of practice. Training can teach you the rules for solving any problem. Every human resource management practitioner should not try to become a "craftsman" or "technician" in managing people, but should try to become a "master" or "designer" in management. This not only requires a deep understanding and insight into human nature and human psychological activities, but also requires a high degree of empathy and resistance to pressure from all aspects. Of course, it also requires superb ability to "deal with" employees and The art of controlling employee behavior. This is a state that is more difficult to achieve. It is a quality, not a skill. Only after long-term "cultivation" can it be possible to achieve such a state. It is at this point that psychology shows its advantages. It may not tell you what to do under what circumstances, but it will definitely tell you something more valuable than that. Psychology is a system of viewpoints about people and their mental activities. It can change your basic attitude towards people and improve your understanding of human nature. Psychology is a system of methodologies for understanding people. It can teach you The basic ideas and general principles for viewing and analyzing people; Psychology is a method system for studying people, which allows you to use more scientific and reasonable methods to get close to and understand people. For human resource managers, systematically mastering psychological theories and receiving psychological training may be more important than mastering practices or cases.

The field of human resource management or development is one of the areas where psychology can intervene but does not yet have enough and appropriate tools to intervene. Psychologist workers still need to do a lot of instrumental work. What needs to be emphasized is that, When we talk about using psychology as a tool for human resource management and development, we by no means mean that psychological theories and knowledge should be turned into precepts or precepts that directly intervene and affect employee consciousness. No precepts or precepts can change a person's consciousness. Human change requires more subtle, indirect, subtle and artistic methods. In human resource management and development and other work aimed at influencing and changing people, there should be psychological tools, and these tools should be covert, indirect, clever, and artistic. Only in this way can psychology play a practical guiding role in human resource management and development and other application fields

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2. The application of positive psychology in human resource management

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1. Application in employee recruitment

In the process of employee recruitment, in addition to examining the professional skills and IQ required for the corresponding position (the ability to master higher professional skills), Corresponding psychological qualities should be examined, mainly including emotional abilities, that is, emotional intelligence. Emotional intelligence refers to the ability to monitor one's own and other people's feelings and emotions, to distinguish the differences between emotions, and to use this information to guide one's thinking and actions. Emotional intelligence mainly includes several aspects: first, understanding one's own emotions; second, properly managing one's own emotions; third, self-motivation; fourth, recognizing other people's emotions; fifth, managing interpersonal relationships. Emotional intelligence plays an important role in success at work. Individuals with high emotional intelligence can get along better with themselves and others, have good interpersonal relationships, have strong teamwork skills, can work under pressure, are good at learning from setbacks and failures, have clear goals and can persevere unremitting efforts.

Emotional intelligence can be tested through organized interviews, or through emotional intelligence questionnaires, such as Professor Bar-on's emotional intelligence scale.

2. Application in employee training and development

The development of enterprises and individuals is inseparable from employee training and development. Positive psychology believes that employee training, in addition to conventional corporate culture training, rules and regulations training and job skills training, should also include psychological quality training, the most important of which is self-efficacy training. Self-efficacy theory is a theory created by Professor Bandura. Self-efficacy refers to our subjective evaluation of our effectiveness in organizing and completing a particular task. According to self-efficacy theory, self-efficacy determines our expectations of behavioral outcomes. Self-efficacy becomes a motivation to perform a task if we anticipate a successful outcome. If we don't expect to succeed, this sense of efficacy will become a disincentive. High self-efficacy

Analytic individuals, that is, individuals who have better expectations for behavioral results, are more likely to set challenging goals, regard obstacles as surmountable, and have the ability to deal with challenging situations. More cognitive resources, more flexibility and effectiveness in strategy. Therefore, companies should strive to cultivate employees with high self-efficacy. Self-efficacy is mainly affected by four sources of information: (1) one's own successful experience; (2) vicarious experiences of others; (3) social advice; (3) physical and emotional state at the time. Among them, the vicarious experience of others plays an important role in the employee training process. The so-called vicarious experience of others refers to the experience gained from observing the successful experiences of others.

During the employee training process, companies should hire successful people in related fields to share their career experiences with employees. These successful people have similar educational backgrounds and life experiences as employees when they start their careers. Their sharing, It can make employees realize that persistent efforts can also bring them success, thus improving their sense of self-efficacy.

3. Application in performance appraisal

Performance appraisal refers to the process of collecting, analyzing, and transmitting information about an individual’s work behavior, performance, and work results at the job. The purpose is to mobilize people's enthusiasm, maximize the effectiveness of human resources, make the company operationally dynamic, and make individuals aware of their own strengths and weaknesses, and optimize the company's human resources by carrying forward their strengths and trying their best to make up for their weaknesses.

Performance appraisal is not just a means of rewards and punishments, but a means to make employees aware of their strengths and weaknesses and to make timely corrections to their development direction. Therefore, in the performance appraisal process, it is very important to communicate feedback with employees after the appraisal, especially to allow employees to form a positive attribution method. Attribution refers to the cognitive process of confirming the cause of the outcome of a behavioral event through internal processing processes such as perception, thinking, and inference based on the outcome of the behavioral event. American psychologist Weiner believes that people often summarize the success or failure of behavior into four factors: ability; effort; task difficulty; and luck. Among them, ability and effort are internal reasons, while task difficulty and luck are external reasons. On another dimension, ability and task difficulty are stable factors, while luck and effort are unstable factors. Attribution style affects an individual's effort in similar situations. For example, if an individual attributes success to internal factors, it will make the individual feel happy and willing to make continuous efforts. Therefore, in the process of feedback and communication with employees, it is necessary to guide employees' attribution methods to make employees realize that their success is the result of their ability and hard work, rather than their failure due to good luck or the difficulty of the task itself. , because they do not work hard enough. If they can make continuous efforts, they will be successful in their future work. Through training, employees can use the correct attribution method to face successes and setbacks at work, and make timely corrections to their own status, so that they can truly achieve the purpose of performance appraisal.

4. Application in setting up incentive systems

American human resources guru Dessler pointed out that all human resources activities have motivational implications, and the human resources management system is a broad Incentive system. Therefore, how to effectively motivate employees is the core of human resources work and a key issue involving the sustainable development of enterprises. Maslow's needs theory points out that human needs are not single and can be divided into physiological needs, safety needs, social needs, esteem needs and self-actualization needs, from low to high. Physiological needs mainly refer to sleep, breathing, food, sex and other needs that meet physiological needs. Physiological needs are the most powerful driving force for human beings. Safety needs refer to needs in terms of life, property, health, job security, and family safety. Social needs refer to the need for affection and belonging. Esteem needs include self-respect, respect from others and respect from others. The need for self-actualization refers to the need to realize one's own value, exert one's abilities, and complete all tasks that match one's abilities. Among them, physiological needs and safety needs are lower-level needs, which also become material value needs; social needs, respect needs and self-realization needs are higher-level needs, which also become spiritual value needs. These five needs, from low to high, constitute the dynamic system of human behavior. Only when low-level needs are met can high-level needs be realized. Once a level of need is met, it will not become the motivating force for individual behavior. Maslow's research pointed out that high-level motivations have greater value than low-level motivations. Employees with high levels of motivation have greater enthusiasm for work, are more proactive, can take on more responsibilities, accept challenging work, pay more attention to their own growth, and therefore can create more value for the company. Research has shown that organizational practices can influence the generation of high-level needs. Human resource workers should strive to stimulate the generation of employees' high-level needs and strive to satisfy these needs. In short, under the guidance of positive psychology, corporate human resources should give more consideration to motivating and guiding employees, and strive to create a comprehensive system that can promote employees' own positive qualities and positive thinking, improve their motivations and goals, and face the challenges faced by employees. development issues for enterprises.