What are the reasons for the rise of modern human resource management?

the development of human resource management in modern enterprises today is an unprecedented and complicated era in human history. With the increasing trend of economic globalization and the rapid development of science and technology, knowledge capital gradually replaces property capital and rises to the position of strategic resources, becoming the main source of value appreciation. Human resources are the main carrier of knowledge capital. Schultz, a famous American economist, pointed out: "The future of mankind does not depend entirely on space, energy and cultivated land, but depends more on the development of human wisdom." With the transition of human society to the era of knowledge economy based on knowledge. The importance of human resources has surpassed natural resources and capital and become the first strategic resource. Therefore, for modern enterprises, how to effectively build a modern human resource management system. It is particularly important to give full play to the advantages of human resource management.

Chapter I Development of Human Resource Management

1.1 Evolution of Human Resource Management

In the 19th century, the outbreak of the industrial revolution led to the production mode of large machines. With the improvement of productivity and labor specialization, factories hired a large number of laborers, which required someone to deal with a series of things and activities related to people in the organization. Therefore, specialized managers appeared, who were mainly responsible for supervising the production of employees and managing the affairs related to employees.

1.1.1 the formation and development of personnel management

the first industrial revolution promoted the great development of British capitalism and brought about profound changes in labor relations. The concept of "employee management" was clearly put forward at the inaugural meeting of "Employment Managers Association" held in Boston in 1912. Issues such as labor negotiation and labor relations were gradually put on the agenda, and employee management was also regarded as the daily work of the company. Its main work: providing benefits for employees; Establish some forms of employee representative meetings of non-trade union organizations or "enterprise democracy" organizations. The drastic changes in technology, the growth of organizations, the rise of trade unions, and the government's concern and intervention for workers have led to the development of personnel departments. From the end of 19th century to the beginning of 2th century, personnel management, as a management activity, formally entered the category of enterprise management activities. This period is generally regarded as the beginning of modern personnel management.

The rise of the national trade union movement in the United States brought about the second major change in labor relations. At that time, labor relations were considered to be binary, that is, the relationship between capitalists and workers was antagonistic. During this period, personnel management mainly emphasized the importance of labor economics, attached importance to labor relations and labor legislation, and formed a scientific management thought that jumped from "economic man" to "social man". The book "Human Nature in Industrial Civilization" published by Mayo in 1933 put forward human relations management for the first time, which made behavioral science develop rapidly. At that time, in most enterprises in western capitalist countries, the typical responsibilities of personnel work included the recruitment and employment of new employees, pre-job training, personnel file management, and trivial matters of making company benefit plans and welfare.

the 196s and 197s were a period of great development in personnel management. At that time, many universities in the United States set up personnel management majors, and the degree of personnel management specialization improved (for example, the American Personnel Management Association-the current Human Resources Management Association was established). During this period, the United States successively promulgated a series of laws and regulations, which had a great impact on the employment situation and the employment methods of enterprises. These regulations forced the enterprise personnel policy to make great adjustments and increased the unproductive content of labor costs. From this period on, not going to court because of labor disputes became the first principle of enterprise personnel management in the United States. At the same time, a large number of classic theories developed in this period, such as Frederick Herzberg's two-factor motivation theory and Edwin Locke's goal setting theory, have made great theoretical contributions to personnel management, which makes personnel management pay more attention to people's psychological needs, consider the influence of objective environment on people, attach importance to people's role in organizations, develop people's intelligence, improve people's quality, coordinate people and rationally allocate manpower, thus gradually making personnel management change from general transactional management to system.

1.1.2 development of human resource management

The word "human resource" was put forward by peter drucker, a famous contemporary management scientist, in his book "Management Practice" in 1954. Drucker believes that human resources have qualities that other resources do not have at present. That is, "coordination ability, integration ability, judgment and imagination". The concept of "human resources" has attracted the attention of senior scholars and managers. Since then, people, as an important resource, have received unprecedented attention from enterprises. Specialized human resources departments appear in enterprises, and can regard other departments as customers of human resources departments to provide human resources services with certain technical content and standard operating procedures such as recruitment, training and assessment, and begin to pay attention to the management of employees' personal performance. Most scholars believe that human resource management is to effectively manage people at work and take charge of issues related to people-employees.

Therefore, in enterprise organizations, people begin to refer to employees as "human resources" of the organization, and this change in thinking mode makes personnel management gradually evolve into human resources management.

in practice, personnel management has gradually given way to human resource management, and new words and concepts such as "people-oriented", "humanistic management", "people are the most precious wealth of an enterprise" and "the primary goal of an enterprise is to meet the development needs of its employees (internal customers)" have emerged, which reflects the profound changes in management value and the trend of humanistic human resource management.

1.1.3 development of strategic human resource management

in the middle and late 198s, strategic human resource management came into being gradually, and the development in this field in the past decade or two has attracted people's attention. The research and discussion on this idea is deepening day by day, and it has been proved by the management practice of European, American and Japanese enterprises as a strategic way to obtain long-term sustainable competitive advantage. Compared with traditional human resource management, strategic human resource management is located in the role and function of human resource management in supporting the strategy of enterprises.

With the development of management practice and theory, people began to make a comprehensive and in-depth study of human resource management from a systematic, dynamic and contingency point of view. Researchers used many disciplines, such as management, psychology, economics, accounting and system science, to study human resource management from multiple perspectives, and disciplines such as human resource management, organizational psychology, personnel organization economics and human resource accounting emerged. Among them, human resource management has a unique position. From the perspective of resource development and utilization, it comprehensively and systematically discusses personnel matching, performance evaluation, salary and reward, and combines this discussion with input-output analysis to serve the improvement of enterprise management efficiency.

with the globalization of the world economy, it requires enterprises to upgrade human resource management to a global and strategic level. Accordingly, the human resource management department has also become a key department that has a bearing on the overall situation in the enterprise management system. In fact, it is increasingly necessary to absorb the personnel department in the early stage of enterprise strategic planning, and combine the development and management of human resources to determine the business objectives of the enterprise. Since then, people-oriented human resource management has begun to evolve into strategic human resource management.

1.2 the development of human resource management in China

in China, the research on human resource management can be traced back to the mid-198s. In 1984, China Human Resources Development Research Center, the predecessor of China Human Resources Development Research Association, was established, with the task of "organizing and studying the theories and policies of human resources development in China, exploring the human resources development and management system with China characteristics, carrying out international cooperation on human resources research and development, and providing consulting services, etc.", but the systematic study of human resources management theory actually began in the 199s. Now, more and more enterprises have realized that "the success or failure of an enterprise ultimately comes down to the people in the enterprise".

1.2.2 Overview of personnel management in modern China

After the Opium War, China evolved into a semi-feudal and semi-colonial society. At this time, personnel management has two basic characteristics. First, it has a strong feudal color, and most enterprises are small private enterprises of family nature. Many enterprises implement the contract system, in which the work is contracted to the contractor, who then recruits workers, organizes production, supervises and pays wages. The second is to learn the scientific management methods of introducing western capitalist countries. Some large-scale enterprises have learned and introduced Taylor's scientific management method, and started to manage their personnel in a more standardized way. For example, Tianjin East Asia Wool Company began to recruit workers according to the "program chart of hiring workers", and at the same time abolished the apprenticeship system, held apprenticeship training classes, and trained skilled workers. The company also introduced time action research, determined labor quotas, and implemented a differential piece-rate system. The company also formulated a set of factory training and slogans to improve the cohesion of enterprises.

1.2.3 development of human resource management in China after the founding of the People's Republic of China

Since the founding of the People's Republic of China, the development of human resource management in China can be divided into two stages: before and after the reform and opening up. From 1949 to 1977, China implemented a planned economy. The management of personnel basically belonged to personnel management, and the system of "low wages and high employment" was implemented. Enterprises were owned by the state, and employees of enterprises were the owners of enterprises. The tenure system was implemented, and a unified labor security system was established. The units where employees worked were responsible for medical care and old-age care.

since 1977, China has carried out the reform and opening up, and constantly reformed the traditional personnel management, and gradually formed its own unique human resource management model.

In terms of employee recruitment, the "full-staff labor contract system" is implemented. From the system, it has basically changed the labor and personnel management system in the past, which was mainly planned by the government to directly allocate human resources, organize useless human rights, and workers could not freely control their own labor force. Various organizations have expanded their autonomy in employment, and can recruit personnel independently according to specific conditions. The current employment system mainly includes: fixed system, contract system and temporary employment system.

in terms of staff training, "training first, then taking up posts" is implemented. Basically abolished the training mode of master with apprentice, vigorously developed vocational education, and attached importance to the retraining of employees, including ideological and political education, scientific and cultural knowledge and technical business. There are various forms of training, mainly professional training.

In terms of salary and reward, we have broken the same pot, implemented the principle of distribution according to work, and generally implemented that the total salary fluctuates with the overall benefit of the organization and personal performance, appropriately widening the gap of personal income, so as to get more for more work. Flexible and diverse distribution forms such as floating salary, post skill salary and structural salary were implemented within the organization, and various reward forms were restored and established.

In terms of welfare, we will gradually change the traditional practice of "enterprises run the society", in which the content and standards are set by the state, while enterprises bear almost all the welfare of employees, and gradually implement the socialization of welfare. We have continuously established and improved social medical care, unemployment and pension systems.

in terms of management contents and methods, management is more standardized, richer in contents and more scientific in methods. Standards and systems have been established for the recruitment, selection, assessment, training, reward and promotion of employees. The personnel department has been changed to the human resources department, and the responsibilities of the department have been expanded from simply providing personnel to designing and arranging suitable jobs for personnel and helping their career development. From simply managing people, it has expanded to managing the relationship between people and work and the relationship between people.

chapter ii misunderstanding of human resource management in modern enterprises

2.1 traditional personnel management

the traditional personnel management system comes from China's long-term planned economic system model. This kind of management system, which is divorced from the development strategy of enterprises, only emphasizes the management function of personnel management itself. Most of the functions are the formulation of salary distribution scheme, personnel deployment, promotion, training, etc., in order to solve the current problems of enterprises and carry out assigned matters. Employees, including management, have not been planned in a unified way according to the needs of enterprise development strategy. Moreover, it has not formulated the selection, training, appointment, incentive and other provisions in line with national policies, so as to make the best use of human creativity and increase the wealth of enterprises and society. This system has remained basically unchanged from 195s to 198s. Although a series of reforms have been carried out since the reform and opening up. However, the human resource management of most enterprises is still in the traditional personnel management stage, which is difficult to meet the needs of enterprise development and participation in international competition. It needs to be changed.

2.1.1 Shortcomings of traditional personnel management

The shortcomings of traditional personnel management can be summarized in the following four aspects:

(l) Traditional personnel management takes "things" as the center, only seeing "things" but not "people", only seeing one aspect, but not the integrity and systematicness of people and things. It emphasizes the static control and management of a single aspect of "things", and its management form and purpose are "controlling people". In the past, people's evaluation of the personnel department was that people "don't do personnel." Always check attendance and deduct wages.

(2) Traditional personnel management regards people as a kind of cost and a kind of "tool", focusing on putting them into use and control. Taking reducing people and increasing efficiency as the regular personnel policy of enterprises ignores the active role of people as the basic factor of productivity, which greatly weakens the enthusiasm and creativity of employees. It has affected and hindered the development of productive forces.

(3) The organization and management functions of traditional personnel management are lacking. Many units do not have an independent and sound human resources management department, and some units only designate personnel to be responsible under the comprehensive department, and their functions are unclear. The personnel department of the enterprise has not carried out all-round work from the aspects of talent selection, training and appointment. The personnel management department has a low position in the enterprise. Not to mention participating in important decisions of enterprises.

(4) traditional personnel management ignores or does not attach importance to the construction of corporate culture. The personnel department of an enterprise has not brought corporate culture into the category of human resource management, which makes the functions of power, guidance, cohesion, integration and binding force of corporate culture in an enterprise not well excavated. It has not been summarized and applied as a scientific law of economic development itself, and the individual value orientation of employees is not easy to form consistency with the business philosophy and development strategy of enterprises. Workers' sense of ownership has become an empty talk, and talents are hard to stay.

2.1.2 Comparison between traditional personnel management and modern human resource management

(1) Similarities between traditional personnel management and modern human resource management:

The objects of management are the same-people; Some management contents are the same, such as salary, preparation, deployment, labor safety, etc. Some management methods are the same, such as system, discipline, rewards and punishments, training, etc.

(2) Differences between traditional personnel management and modern human resource management (see Table 2-1):

Table 2-1 Differences between modern human resource development and management and traditional cognitive management

Item Modern human resource development and management Traditional personnel management

Management concept regards employees as valuable and important resources and employees as cost burden

Management mode is people-centered. Taking things as the center

Management aims to meet the needs of employees' self-development, safeguard the long-term interests of the organization and realize the protection of the organization.