What are the advantages and disadvantages of traditional personnel management?

The difference between traditional personnel management and modern human resource management: \ x0d \ x0d \ The concept of human resource management first appeared in the United States in the 1920s, and was introduced to China in the middle and late 1980s. Until the early 1990s, it was not understood and recognized by Chinese people. With the rapid development of social economy and the improvement of enterprise management demand, the traditional personnel management has not adapted to the fierce market competition and has been gradually replaced by modern human resource management. \ x0d \ x0d \ From the formal point of view, the development from personnel management to human resource management is all about human management, but this is by no means a simple noun replacement for traditional personnel management, but a fundamental change in people's management concepts and methods, and a qualitative leap in personnel management. There are significant differences in management concepts, activities, contents, status and departmental nature. \x0d\\x0d\ 1。 The difference between two management ideas and concepts \ x0d \ x0d \ Traditional personnel management regards material resources as the first resource from the perspective of operators. Pay attention to the use and saving of material resources: regard manpower as cost, and put all the expenses of everyone employed into the cost for the purpose of reducing the cost, thus forming the most concerned problem of enterprise managers, and thus leading to the ways to reduce manpower input and labor cost. \ x0d \ x0d \ and modern human resource management first regards human resource as a kind of exploitable resource, which is the core resource of an organization. The importance of human resources has surpassed the importance of material resources such as equipment and funds, and has become the main support for enterprise competition. By developing and managing modern human resources, we can make them add value and create greater or even unexpected value. Secondly, modern human resource management pays more attention to how to develop people's potential from training, job design and job coordination. This management theory holds that the investment in human resources is not simply an increase in cost, but an investment. Enterprises should be willing to invest in human resources development to stimulate the potential of employees, give play to the radiation of team ability and win long-term strength. \ x0d \ x0d \ 2。 The difference between their nature and management activities \ x0d \ x0d \ Traditional personnel management is out of touch with the business development of enterprises, and there is no foresight in work, so there are often situations of passive response in work, and it is impossible to agree on the norms of employee management in advance, but emergency treatment is carried out according to the results after things happen, thus losing the significance of management. Secondly, in the management of employees, several interrelated stages, such as employment, use, training, assessment, rewards and punishments, are often artificially separated and managed in isolation, regardless of the combination with enterprise management, benefit and contribution, which is embodied in salary distribution. Do not consider the differences in posts, responsibilities and contributions and the economic benefits of enterprises, and do not implement the "big pot" practice of wage adjustment. Reflected in the employment system, regardless of the personnel situation of the enterprise, all employees are passively accepted according to the unified national planning, resulting in an inefficient work style of setting posts with people and overstaffing people, forming a one-time employment and lifelong fixed employment system. Reflected in daily management, personnel work only considers the standardized operation and implementation of specific work such as personnel recruitment, salary, transfer and retirement, while ignoring the enthusiasm of employees to tap their work potential and systematic management of their work. Reflected in the performance appraisal, the annual appraisal form is formed, and there is no follow-up counseling and systematic process management at ordinary times. Reflected in the use of personnel, the implementation of life tenure system based on seniority, regardless of the development and utilization of talents and the role of incentive mechanism, has dampened the enthusiasm of people of insight, caused staff frustration and lack of morale, and is not conducive to the competitiveness of enterprises. \ x0d \ x0d \ and modern human resource management is a comprehensive management based on the management efficiency and development of enterprises and the management and development of labor force. From employee selection to post setting; From improving work skills to stimulating employees' enthusiasm; From the training of employees to the rational development and utilization, the combination of employee career growth and enterprise development can be realized, and the maximum win-win benefits can be obtained. And organically combine the phased management work, carry out systematic management, and create a coordinated and standardized management situation. In the distribution system, we should focus on enterprise benefits, adhere to the principle of fixed salary and variable salary, plan and formulate the distribution policies and programs of enterprises, and adjust the salary level of employees according to their responsibilities, achievements and contributions. The state only macro-controls the growth rate of wages, realizes outstanding benefits and contributions, breaks the egalitarian distribution system of "one pot of rice" and mobilizes the enthusiasm of employees. Give full play to the role of economic leverage and incentive mechanism, and realize a benign competition mechanism in which enterprises pursue benefits and employees emphasize performance. In the employment system, the employment mode of two-way selection, merit-based employment, post appointment and survival of the fittest is adopted, and the employment policy of labor contract system is implemented, which has achieved good results. In performance appraisal, we should pay more attention to and highlight the dynamic control process of performance management system, and form the whole process management from enterprise objectives to employee work plan, daily communication, coordination and guidance, improvement and perfection of work, realization of objectives and final evaluation of work effect and performance. In employing people, we should break the stereotype of seniority and abolish life tenure. Realize the appointment system, have the ability and mediocre competition for posts, so as to mobilize the enthusiasm and initiative of employees at different levels and truly play the incentive function of the competition mechanism. In management, human resource management is not only the normal affairs management of employees, but also the research and discussion on how to better mobilize the enthusiasm of employees and develop and utilize human resources in combination with the strategic objectives of enterprises. Better link the needs, training and self-worth of employees with the development of enterprises in order to achieve a win-win goal. From pre-job training and career planning to establishing and perfecting the incentive mechanism and restraint mechanism to stimulate employees' potential, in order to promote the standardization of employees' behavior and systematization of management system, and at the same time, dynamically manage talent demand prediction and talent training in combination with enterprise development, which fully embodies the active development management mode of human resources work. \x0d\\x0d\3。 The difference between them in management content \ x0d \ x0d \ The traditional personnel management content is relatively simple, and the function of the department is to recruit new people and fill vacancies, that is, to find the right things for the right people; Finding the right person for the right thing ",after the right person, is a series of management links to supervise the implementation, depending on the organizational structure as fixed, only providing the needed manpower, forming an office for daily routine operation, and failing to play the role of its management department. In contrast, the content of human resource management is more abundant, which not only has its original functions, but also undertakes tasks such as job design, workflow planning and working relationship coordination. With the development of the times, it pays more attention to jobs, interpersonal relationships and the enthusiasm and creativity of on-the-job personnel. Therefore, it is an inevitable requirement to redesign all kinds of posts to make the working face wider, richer and more challenging, thus highlighting the management function of the department. \x0d\\x0d\4。 The difference between them in management positions \ x0d \ x0d \ In traditional personnel management, the personnel department is often at the lower level of the enterprise, the executive level and the auxiliary department, with low efficiency. In daily management, it only provides some suggestions for leaders, does not participate in decision-making, and functionally simply provides services such as manpower, affairs management and policy consultation. \x0d\\x0d\ With the advent of knowledge economy, the key elements of productivity are increasingly dependent on brain power, and human resources have become the key resources for enterprises to gain competitive advantage. Therefore, when studying enterprise goals and strategies, enterprises should think about the future allocation of human resources, and study the development, training and use of human resources from the perspective of strategic development, so as to make human resources become the core resources of enterprises. By digging and developing this core resource, we can create greater value and make personnel management reflect the function of creating benefits. In daily management, from the development of enterprises to the design of human resources planning; From the formulation and improvement of mechanism to the better development and utilization of human resources, from direct participation in decision-making to the implementation of specific business operations, these are all important contents of human resources management. \ x0d \ x0d \ From this perspective, in human resource management, the personnel department is the decision-making level, and it is the department that participates in decision-making and creates benefits.