History of Human Resource Management in China

History of Human Resource Management Development in China

I. History of Human Resource Management

1. From Traditional Personnel Management to Human Resource Management

The origins of personnel management can be traced back to a very long time ago, when the management of people and things was accompanied by the emergence of organizations. Personnel management in the modern sense is accompanied by the emergence of the industrial revolution and developed, and evolved from the personnel management in the U.S. After the 70's, human resources in the organization plays an increasingly large role in the traditional personnel management is no longer applicable, and it is from the management of the concept, mode, content, methods and other all-round to human resources change. From the 80s, the concept and mode of western humanistic management gradually came to the fore. Humanistic management is the management centered on human beings. Humanistic management is taken as the first resource of the organization, and modern human resource management came into being. The difference between it and the traditional personnel management, has been more than just a shift in nomenclature, both in the nature of the more essential changes have been made.

1), traditional personnel management

(1), traditional personnel management activities. Early personnel management work is limited to personnel recruitment, selection, assignment, payroll, file management and other trivial work. Later gradually involved in job analysis, performance evaluation, the design and management of reward and compensation system, the development of personnel system, staff training activities, planning and organization.

(2) the nature of the traditional personnel management work. Traditional personnel management basically belongs to the work of administrative affairs, limited scope of activities, short-term orientation, mainly by the personnel department staff implementation, rarely involved in the organization's high-level strategic decision-making.

(3) The position of traditional personnel management in the organization. Because personnel activities are considered to be low-grade, low-tech, no need for special expertise in the work, and therefore the importance of traditional personnel management work is not taken seriously, personnel management is only the implementation of the level of work, there is no decision-making power to speak of.

2, the main difference between modern human resource management and traditional personnel management:

(1) difference a: modern human resource management is to improve the traditional human resource management functions to improve the expansion of the administrative transactional staff from the control of the work into: to achieve the organization's goals, the establishment of a human resources planning, development, utilization and management of the system, in order to improve the organization's competitive ability. Competitiveness. Thus, the most fundamental difference between modern human resource management and traditional personnel management is that modern human resource management is strategic, holistic and future-oriented. It is viewed as a purely operational management, separated from the structure of technical management activities. Human resource management and strategy are formulated accordingly to the organization's strategic objectives, and become a decisive element of the organization's strategic and tactical management.

(2) Difference two: modern human resource management as the organization's first resource, pay more attention to its development, and therefore more initiative. This is also the difference between modern human resource management and early human resource management. Early human resource management often only emphasize the management of human resources, and ignore the human as a resource has the characteristics of developable, ignore the human resources have the characteristics of mobility, ignore the development of mobility. Nowadays, organizations are paying more and more attention to the training and continuing education of human resources. Its investment is increasing, from the basic theories and methods of general management to human resource planning. Organizations to participate in training and education of more and more people, from senior to grass-roots employees from new employees to retiring employees, every level and age of employees to participate in training and education, human resources development methods have also changed greatly, job enrichment, job rotation, more opportunities to provide, employee career planning have become a new type of human resources development methods, the traditional training of colleges and universities, corporate use, or the company's own training. The traditional way of training in institutions, using in enterprises, or training and using by enterprises themselves has also changed to pay more attention to the effective use of employees. The human resource management department has become the production efficiency of the organization. The fundamental task of the function of human resources is to use the minimum input to achieve organizational goals, both through job analysis and human resources planning, to determine the minimum number of manpower required by the organization and the minimum personnel standards, through recruitment and hiring planning, control the recruitment costs, and create benefits for the organization.

The human resource development function is even more capable of creating economic benefits for the organization. On the one hand, the end result of human resource development is to be able to bring the organization far more output than input. On the other hand, through the formulation of practical human resources development plan, can save more inputs for the organization in terms of cost. The integration and regulation of human resources is aimed at the satisfaction of employees, improving their labor motivation, giving full play to the overall advantages of human resources, and creating benefits for the organization. Organization is an open social system, an input - output system that interacts and influences with the social environment, so we should pay attention to the naturalness of human resources, focus on the identification, discovery, improvement and play of employee's ability, but also pay more attention to the social attributes of human resources, pay attention to the social psychology of the employees. Focus on the coordinated development of the organization and society, focus on the coordinated development of employees and organizations. We should focus on the improvement of productivity and efficiency, as well as on the improvement of employee satisfaction and quality of work and life. At the same time, the organization is an "overall growth" system. Organizations, in the development and management of human resources in the process, not only to focus on the role of individual employees, but also focus on cooperation and coordination between employees and employees, emphasizing the overall advantages of the team and the overall advantages of the organization, not only focusing on the employees in the post to play its due role, but also focus on the employees in the organization of the most suitable for its potential to play the role of the organization's effectiveness of the post. The compensation function of human resources can also bring benefits to the organization. Motivation is the core work of human resource management, the purpose is to stimulate the motivation of employees. Reasonable rewards and benefits as the most direct means of motivation, can mobilize employees to work actively, play the role of employees, for the organization. Reasonable rewards and benefits can also save costs for the organization, because reasonable rewards and benefits are determined by two factors: first, the compensation and benefits. Secondly, it should be able to reflect the corresponding level of compensation and benefits in the same industry in the region.

(3) Difference three: human resource management of employees to implement human-oriented management. Modern human resource management confirms that employees for the "social man", it is different from personnel management of employees as

"economic man", it is believed that the primary goal of the organization is to meet the needs of self-development of employees. In today's human-oriented management model, the human resources department in the management of employees, more "personality" management, focusing on employee job satisfaction and quality of work life to improve, as far as possible to reduce the control of employees and constraints. More for the staff to provide assistance and advice to help personal growth and development in the organization. The industry has developed a more mature personnel management model, but this traditional, passive, transactional and lack of cutting-edge workforce management. With the changes in the internal and external environment of the development of enterprises and the increasingly fierce competition in the market, in the Western economic theory to Theodore Schultz as the representative of the modern human capital theory to promote, the traditional personnel management gradually to the modern human resource management way to change.

Human resources is the first resource of modern enterprises, is the enterprise to obtain the competitive advantage of the fundamental, the relationship between the survival of enterprises, which has become the Chinese and foreign business managers **** knowledge. Currently China is in a critical period of economic transformation, many enterprise reform and development process problems, the deepest reason should be attributed to human resource management. Chinese enterprises urgently need to change the human resources model, to realize the traditional, backward human resources model to the modern human resources model change.

The current situation of human resource management

The term "human resource" was proposed by Peter Drucker, the famous contemporary management guru, in his book The Practice of Management in 1954. In this academic work, Drucker proposed three broad functions of management: managing the business, managing managers and managing employees and their work. In discussing the management of employees and their work, Drucker introduced the concept of "human resources". He pointed out that compared to other resources, the only difference is people. And it is a resource with "special assets" that managers must consider. Drucker believes that human resources have qualities that other resources do not have at present, namely, "the ability to coordinate, the ability to integrate, the ability to judge". Managers can utilize other resources, but human resources can only utilize themselves. "Man has absolutely complete autonomy over whether he works or not."

After the Second World War, due to the development of science and technology applied to management, the role of people was once ignored, but in the knowledge economy of the 21st century, enterprises must rely on the creativity and initiative of their managers and technicians to win a competitive advantage so that it is not possible to underestimate the role of people, and so humanistic management rises to become the mainstream of the management of the management of the values of management, i.e., to take the person as the enterprise's The main body, to establish the dominant position of people in the enterprise, all management activities of the enterprise mainly around the mobilization of staff enthusiasm, initiative and creativity to carry out and carry out. The ultimate goal of the modern enterprise, the traditional economic goal of the enterprise is to maximize profits, and the goal of the modern enterprise is to pursue economic and social benefits.

Human resource is the most basic and important resource to carry out social production, and compared with other resources, human resource has mobility, duality, timeliness, regeneration and sociality.

1, how to strengthen the enterprise human resources management

1), to establish the "people-oriented management" value orientation.

The market economy is a kind of performance economy, who is efficient and capable, who will dominate in the competition and win the high value-added, low-cost returns. Therefore, the core value orientation of enterprise human resource management must also be from the right-based, affection-based to efficiency-based, ability-based change.

Enterprise leaders must take the lead to change the concept, establish "people-oriented, efficiency first" management concept, the people with good, live, to the most suitable place to play a role. The development of the system to adapt to it. Especially fair and impartial staff evaluation, incentives and constraints system, to truly achieve the "competent, mediocre", mobilize the enthusiasm of the staff to play the creative potential of the staff.

Taking human resources as the first resource for enterprise development, optimizing human resource allocation as the most important resource allocation, revitalizing human resources, optimizing structure, rational allocation, and giving full play to the effectiveness of the team, group and organization.

2), establish human resources is an important resource of the enterprise.

The connotation of human resources includes the development of human resources. The development of human resources is the process of cultivating workers' knowledge and skills, business management level and values. Human resource development is also the intrinsic needs of workers. Therefore, as the enterprise's most dynamic and active resources - human resources, its management and development must be an open and dynamic system.

First: optimize the allocation of human resources.

Optimal allocation of human resources is a systematic project, which includes at least the following systems: organizational division of labor system, employee evaluation incentive constraints system, employee social security system. Among them, the organizational division of labor system is the most important system, dynamic management must be implemented:

(1) according to the changes in the internal and external environment of the enterprise timely adjustment of the organizational structure and division of labor, and strive for the most effective combination of human resources.

(2) According to the annual performance appraisal of the staff, to give promotion, and strive to achieve the "ability to correspond".

(3) Strengthen the exchange of middle management personnel, so that they can better understand the enterprise's business ideas, management characteristics, business processes.

Secondly, the potential of human resources should be developed.

At present, there are three major defects in our human resources in general: large quantity, poor quality and unreasonable structure. Of course, this is only a temporary phenomenon, if through purposeful and planned training, tap the potential of employees. It is still possible to change. That's why many large international companies called the enterprise "learning organization", according to statistics: a person in the school to learn the knowledge or skills only accounted for 40% of his life with the knowledge and function. Completely through self-learning, training to change the quantity, poor quality, the structure of the irrational situation.

3), the establishment of a perfect performance evaluation system.

The human resources department should be through job analysis to form a standardized job description, clear responsibilities of employees. Determine the employee's work objectives or tasks. Judge the relative value of the position through job evaluation. Establish the company's compensation policy to create clear expectations for employees.