Is there a difference between the functions and functions of human resource management? Why

Is there a difference between the functions and functions of human resource management? Why

Functions of Human Resource Management

I. General Functions:

1. Recruitment and Selection.

2, training and development.

3, labor relations management.

Second, the basic functions:

1, human resources strategy.

2, human resources planning.

3. Job analysis and design.

Third, the core functions:

1, performance management.

2, compensation management.

3, career management.

Functions of Human Resource Management

1 Acquisition

2 Integration

3 Reward and Reward

4 Regulation

5 Development

What are the functions of Human Resource Management

Conventional Functions: Human Resource Planning; Recruitment; Training and Development; Performance Appraisal; Compensation and Benefits; Employee Relations

Strategic functions: strategic planning; partnerships; cultural management

Transactional functions: human resources information records, statistics, etc.

I am studying human resources management, the answer should be correct, I hope to help you.

What are the functions and contents of traditional human resource management

Traditional human resource management deals with the social labor process of the relationship between people and things, that is, through the organization, coordination, control, supervision and other means, seeking mutual adaptation between people and things, so that things get their people, people suitable for their things, in order to give full play to the talents of people, and to move forward in all undertakings.

The traditional human resource management is mainly to deal with the issue of how many people need to do a job, by what people to do, how to choose the best people to do the job, in order to maximize the economic benefits. Another point is that the content of traditional human resource management is how to develop relevant organizational systems and norms to limit and regulate the activities of people in the organization, rather than to develop a sense of belonging to the organization, is mandatory.

To put it bluntly, traditional human resource management is centered on things, requiring people to adapt to things, and emphasizing the use rather than cultivation.

This is the traditional main job content and objectives, and modern human resource management can be compared, in this case will be more specific.

This is the main content and objectives of traditional human resource management, which can be compared with modern human resource management.

By the way, the traditional human resource management will be called personnel management is better, because it is called human resource management will have a series of advanced scientific methods to manage people.

The five functions and activities of human resource management

Human resources are divided into human resources planning, recruitment and staffing, training and development and implementation, performance appraisal and implementation, compensation and welfare of the five modules, specifically subdivided into: human resources planning: 1, the organization of the setup, 2, the adjustment of the enterprise organization and analysis, 3, the analysis of enterprise personnel supply needs, 4, the development of the enterprise human resources system, 5, human resources management cost budgeting, 5, the development of human resources management system. Development, 5, the preparation and implementation of human resources management cost budget; (international human resources management 1, career development theory 2, internal assessment of the organization 3, organizational development and change; 4, plan the organization's career development; 5, comparative international human resources management overview 6, the development of human resources development strategy plan 7, performance factors in the workplace 8, employee empowerment and supervision). Recruitment and allocation of human resources: 1. Recruitment needs analysis, 2. Job analysis and competency analysis, 3. Recruitment procedures and strategies, 4. Recruitment channel analysis and selection, 5. Recruitment implementation, 6. Special policies and contingency plans, 7. Exit interviews, 8. Measures to reduce employee turnover. Human Resource Training and Development: 1. Theoretical Learning, 2. Program Evaluation, 3. Survey and Evaluation, 4. Training and Development, 5. Needs Assessment and Training, 6. Composition of Training Proposals, 7. Training, Development, and Employee Education, 8. Design, Systematic Approach to Training, 9. Development Management and Business Leadership; Developing Yourself and Others, 10. Project Management: Project Development and Management Practices. Human Resource Performance Management: 1. Performance Management Preparation Stage, 2. Implementation Stage, 3. Appraisal Stage, 4. Summarization Stage, 5. Application Development Stage, 6. Performance Management Interviews, 7. Performance Improvement Methods, 8. Behavioral Oriented Appraisal Methods, 9. Results Oriented Appraisal Methods. Human Resource Compensation and Benefits Management: 1. Compensation, 2. Building a comprehensive compensation system (job evaluation and pay grades, compensation surveys, compensation plans, compensation structures, compensation system development, compensation system adjustments, and labor cost accounting), 3. Benefits and other compensation issues (benefits insurance management, design of corporate welfare programs, design of supplemental corporate pension and supplemental medical insurance), 4. Evaluating performance and provide feedback.

The headquarters human resources department should detach itself from the role of administration and management, and exercise the functions of the group headquarters based on the perspective of competition-oriented and how to improve management efficiency and provide more valuable and creative activities for the development of member enterprises. The headquarter of the enterprise group is the command center of management decision-making, resource deployment and coordination and control of the enterprise group. Its main functions are strategy management, risk monitoring, operation coordination, human resource management, investment and financing management, technology development and so on. The purpose of enterprise group human resource management is to support the enterprise group to realize the overall strategic objectives. The human resources department of the headquarters of the group shall create and reflect its own value by providing efficient services to the subsidiaries based on the strategy of the enterprise group and relying on the system. The headquarters human resources department should be detached from the role of administration, based on the competition-oriented, how to improve management efficiency, for the development of member enterprises to provide more valuable and creative activities to exercise the functions of the group headquarters, which are mainly human resources strategic planning, culture dissemination, resource integration, synergistic supervision, professional services, knowledge and information***sharing and so on. Strategic planning and corporate culture dissemination functions enterprise group headquarters human resources should be based on the group's development strategy to develop human resources strategy. Formulate core talent team construction planning, and support the formation of the core competitiveness of the enterprise by building a core talent team and cultivating the core expertise and skills of employees. Through the development of strategic performance objectives, and the performance objectives are broken down layer by layer, downward implementation, through the realization of performance objectives to support the realization of corporate strategy. At the same time, it is necessary to design guiding strategies for talent introduction, cultivation, development and incentives, and guide each subordinate company in human resources development. The headquarter of the Group shall formulate human resource concepts, policies and strategies that are unified, distinctive and in line with the actual situation of the Group, and through which the Group shall cultivate and shape a harmonious and unified corporate cultural atmosphere and cohesion of the Group's human resources. Based on the development history and current situation of the enterprise group, summarize and refine the corporate culture and implement and enforce it into the member enterprises. Cohesion of the group's member enterprises with distinctive, humanistic and inspirational human resources concepts and corporate culture, and unification of the thoughts, values and behavioral patterns of employees at all levels through the dissemination of corporate culture. It makes member enterprises form cohesion and unify their goals and actions to improve the overall operational capability of the Group. Resource Integration Functions Group headquarters human resources department should integrate and match the various human resources of the group, through the deployment of human resources and **** enjoy, so that the human resources of the subordinate enterprises match to achieve the best. At the same time, it is necessary to integrate various training resources, external intellectual resources, consulting firms, talent intermediary organizations, etc., so as to make them become the *** enjoyment resources of member enterprises. It is also necessary to find ways to take the initiative to obtain a variety of resources, and integrate the resources of the company's top management and the resources of various business managers to serve the work of human resources management. Supervision of synergistic functions Group headquarters should formulate policies and norms for each functional module of human resources, including remuneration policies, performance appraisal policies, and so on. Each member enterprise modifies and adjusts according to the specific situation of the industry, and executes and implements the policies formulated by the headquarters' human resources. The headquarter finds out whether the policies of the headquarter are in place at all levels through inspection and supervision; and improves the efficiency of the overall human resources through the synergy of human resources among member enterprises and cross-functional and cross-team cooperation.

As a headquarter organization, the HR department of the group headquarters can directly play the operational functions of participation, guidance and supervision on the daily HR activities of member enterprises. These functions are the focus of the group's daily human resource management activities, mainly including: 1. Management of executives and core management personnel of the group's member companies Executives are mainly through the group's board of directors to unify the appointment, assessment and payment of salaries, to fundamentally increase the control of the member companies, to ensure that the entire group in accordance with the development of a unified goal. It is fully responsible for the selection and retention of the company's core management personnel and professional and technical personnel, as well as the construction of the core talent echelon. With the continuous development of the group, the group's employees will be more and more, for the management of employees and the construction of the echelon must be graded management, control of the core management and professionals is the main strategic function of the headquarters of the human resources management. 2. total control of the total cost of labor of the member enterprises through the management of the budget, labor productivity assessment, the total number of personnel to control, and reasonably control the cost of labor of the member enterprises, and to adjust the cost of labor by increasing per capita output. To increase the efficiency of the enterprise by improving the per capita output. 3. Management of the implementation of the remuneration assessment of member enterprises. It guides and approves the salary appraisal system of member enterprises; guides and supervises the rationality of the appraisal process; files the appraisal results and gives guidance in time. 4. Management of personnel management of member enterprises. Guiding member enterprises to set posts and organize, tracking and supervising the appointment, dismissal and post changes of middle and key positions, guiding and supervising the training work, file management, and the placement and streaming of affluent personnel. Professional Service Function Group headquarters should constantly improve its professional ability, cultivate good service consciousness and approachable behavior style, so as to become a professional consulting service organization within the enterprise, and provide systematic solutions to the human resource problems of subordinate enterprises. It is necessary to strengthen the ability to understand and grasp the business, so that human resource management activities serve the business objectives of the enterprise, to provide support and services to the business activities of member enterprises from the perspective of human resources, to achieve the mutual integration of the role of human resources and the overall business role of the enterprise, and to create value through services. When conditions are ripe, a personnel administration **** enjoyment center will be established at the headquarters to provide member enterprises with centralized payroll accounting and issuance, unified management and payment of social insurance, and centralized management of personnel files. Knowledge and Information***Hanging FunctionsThe human resources department of an enterprise group should build a platform for ****shanging knowledge, experience and exchanging information. By summarizing the successful experience of each member enterprise, it is refined to form management standards. It plays the role of a bridge for communication, exchange and learning in the human resource management activities of each member enterprise. This includes unifying concepts, guiding and supporting member enterprises in designing and perfecting their human resource management systems; establishing the Group's talent pool, and cultivating composite and operational talents in a planned and targeted manner; training the Group's human resource staff; and effectively transmitting and replicating the successful experiences and practices of member enterprises. *** Enjoying the function of the group can give full play to the overall regulation, balance and guidance function of the group on the basis of maintaining the autonomy of each enterprise, so that the level of human resource management of the member enterprises can be coordinated development and **** the same improvement. In short, the human resource management department at the headquarters of the enterprise group should carry out role transformation in a timely manner, and improve its professional ability, strategic control ability, as well as the optimization and integration of the human resource system. Improve the sense of service, create value through strategic planning, resource integration, coordination services, information *** enjoyment.

The functions of human resource management can be summarized as?

The function of human resource management can be summarized as a series of activities under the guidance of economics and humanistic thinking, through the recruitment, selection, training, compensation and other forms of management of human resources inside and outside of the organization to make effective use of human resources, to meet the needs of the organization's current and future development, to ensure that the realization of organizational goals and members of the development of a series of activities of the maximization. It is the whole process of predicting the organization's human resources needs and making human resources demand plan, recruiting and selecting personnel and effective organization, assessing performance, paying compensation and effective incentives, combined with the organization and individual needs for effective development in order to achieve the optimal organizational performance.

Academics generally human resource management is divided into six modules:

1, human resources planning;

2, recruitment and allocation;

3, training and development;

4, performance management;

5, compensation and benefits management;

6, labor relations management. Interpretation of the six modules of human resource management core ideas, to help business owners grasp the essence of employee management and human resource management.

The seven functions and role of human resource management

1) job analysis and design. The nature of each job position in the enterprise, structure, responsibility, process, as well as the quality of the staff competent for the position, knowledge, skills, etc., in the investigation and analysis of the relevant information obtained on the basis of the preparation of job descriptions and job specifications and other personnel management documents.

(2) human resources planning. The enterprise human resources strategy into medium- and long-term goals, plans and policy measures, including the analysis of the current situation of human resources, the future supply and demand for personnel prediction and balance, to ensure that the enterprise in need of human resources can be obtained when needed.

(3) Staff recruitment and selection. According to the requirements of human resources planning and job analysis, for the enterprise recruitment, selection of human resources needed and employment arrangements to a certain position.

(4) performance appraisal. Employees in a certain period of time to the enterprise's contribution and work in the performance assessment and evaluation, timely feedback in order to improve and improve the performance of employees, and for employee training, promotion, compensation and other personnel decisions to provide a basis.

(5) salary management. Including basic pay, performance pay, bonuses, allowances and benefits and other pay structure design and management, in order to motivate employees to work harder for the enterprise.

(6) Employee motivation. The use of incentive theory and methods, the various needs of employees to different degrees of satisfaction or restriction, causing changes in the psychological condition of employees, in order to stimulate employees to the desired goals of the enterprise and efforts.

(7) training and development. Through training to improve individual employees, groups and the entire enterprise's knowledge, ability, work attitude and performance, and further develop the intellectual potential of employees to enhance the contribution of human resources.

(8) Career planning. Encourage and care for the personal development of employees, to help employees develop personal development planning, in order to further stimulate the enthusiasm and creativity of employees.

(9) Human resource accounting. In cooperation with the financial department, the establishment of human resources accounting system, to carry out the cost of human resources investment and output benefits of the accounting work for human resources management and decision-making to provide a basis.

(10) labor relations management. Coordinate and improve the labor relations between the enterprise and the employees, carry out the construction of enterprise culture, create harmonious labor relations and a good working atmosphere, to ensure the normal development of enterprise business activities.

Role:

(1) Acquisition. According to the enterprise goal to determine the required staff conditions, through planning, recruitment, examination, assessment, selection, access to the personnel required by the enterprise.

(2) integration. Through the enterprise culture, information communication, interpersonal harmony, conflict resolution and other effective integration, so that individuals within the enterprise, the masses of the goals, behaviors, attitudes converge on the requirements and concepts of the enterprise, so that the formation of a high degree of cooperation and coordination, give play to the collective advantage, and improve the productivity and efficiency of the enterprise.

(3) Maintenance. Through salary, assessment, promotion and a series of management activities, to maintain the enthusiasm, initiative and creativity of the staff, to safeguard the legitimate rights and interests of the workers, to ensure that the staff in the workplace safety, health, comfortable working environment, in order to enhance the sense of satisfaction of the staff, so that they can work with peace of mind and satisfaction.

(4) Evaluation. Employee work results, labor attitudes, skill levels and other aspects of a comprehensive assessment, identification and evaluation, in order to make the corresponding rewards and punishments, lifting, stay and other decisions to provide a basis.

(5) Development. Through employee training, job enrichment, career planning and development, to promote staff knowledge, skills and other aspects of quality improvement, so that their labor capacity to be enhanced and play, maximize the realization of its personal value and the contribution rate of the enterprise to achieve the purpose of individual employees and business **** with the development.

The difference between traditional human resource management and modern human resource management

First, the difference in the management concept. Modern human resource management is no longer the enterprise people (laborers) only as a production cost to pay wages, but as a production resource, a production capital. This resource is the only dynamic resources in the production process, through effective development, can increase output; the formation of this capital to human capital investment, because the modern human resources theory of human resources as the world's most valuable resources, and respect for personality, focusing on the premise of people's own needs, actively engaged in the investment of human capital, the development of human resources, so as to promote the overall development of enterprises and society. The traditional personnel management of people as a cost burden, people as a "tool", focusing on input, use and control. Modern human resource management model is "people-oriented", pay more attention to the protection of employees' rights and interests; and the traditional labor and personnel management model is "management". Second, the nature of the department is different. Modern human resources and traditional personnel management, compared with its management of the organizational system is more systematic, complete and comprehensive. Modern enterprise human resources department has the concept of efficiency, is the human resources "production department", although the production of human resources is not only completed by the enterprise itself. What it focuses on is not the compression of costs, but the increase of output/input ratio, i.e., through the investment in human capital, the human resources are developed so that they can create a much larger output than the investment in human capital in the production process of the enterprise. At the same time, due to the market changes require enterprises to constantly make strategic adjustments, enterprise competitiveness has become almost the only factor in the rise and fall of enterprises, and the quality of human resources is obviously the core factor of enterprise competitiveness. Human resource management involves every manager of the enterprise, the enterprise's managers should be clear: they are both the department's business manager, but also the department's human resource manager. Human resources management department is a specific human resources work of the office, is to do human resources work of the secretariat, its main responsibility lies in the formulation of human resources planning, development policy, focusing on the development of human potential and training for the enterprise to do the work of human resources to provide support ***; at the same time, training of other functional managers or administrators, to improve their level of management and quality of people. Traditional personnel management in our country is divided, especially in large and medium-sized state-owned enterprises, such as labor and management of the enterprise's wages and staff deployment, personnel department management of technical staff and section of the adjustment, promotion, education department management of staff training, the party committee is responsible for the organization of all levels of supervisory personnel management. Third, the different management center of gravity. Modern human resource management is to "people" as the core, emphasizing a dynamic psychological, consciousness regulation and development, the fundamental starting point of management is "focusing on people", the management of which boils down to the system optimization of people and things. Around this core, the establishment of human resources prediction mechanism, training mechanism, configuration mechanism, incentive mechanism, as well as evaluation system and information system, to achieve the best combination of people and things, to promote the enterprise to achieve the best social and economic benefits. The traditional personnel management is characterized by "things" and "things" as the center, only see "things" and "things", not "people". Do not see "people", only see a certain aspect, but do not see the overall systemic nature of people and things, emphasizing the "things" (things) of a single aspect of the static control and management, the form and purpose of its management is to "control the person ". Fourth, the different management content. Modern human resources management is all human resources management in the enterprise's human resources department, naturally breaking the "cadres" and "workers" boundaries. Not only has the traditional personnel management functions, but also take on the task of job setting and evaluation, planning workflow, coordination of work relations. The scope of management is also expanded from the traditional formal organization to informal organizations, including team building, employees and customers, employees and other business partners with the interests of the **** the same body, the upper leadership and lower level employees for the reconstruction of the organization or business re-engineering required for the cooperation and so on. The traditional labor and personnel work, consider the selection of employees, use, evaluation, compensation, promotion, transfer, retirement and so on. Fifth, the different role of management. The strategic role of human resource management in modern enterprises rose, modern human resource management in general to consider the proportion of various types of human resources balance, to match the development strategy of the enterprise. In response to the needs of enterprise development, its vision, from the geographical point of view is cross-region, cross-border (such as the acquisition of senior talents); from the time, is future-oriented, long-term development-oriented, always pay attention to the labor market trends and changes in the overall market environment; from the role of the level of view, it is the overall situation, strategic, holistic. And the traditional labor and personnel management does not have this function and role, only play is a functional department in the enterprise role. Sixth, the management principles and methods of different. Modern enterprise human resource management fully utilizes the contemporary sociology, psychology, management, economics, systematics and other disciplines of the latest research results, put forward some new management principles and methods, such as "a comprehensive and complete view of the people; fair treatment of people, respect for people; and effective communication with employees and so on. At the same time, modern human resource management and traditional personnel management, compared with the management method in the management of more emphasis on the systematization of management, standardization and modernization of management tools. Seventh, human resources managers expert. Scientific management of human resources, management of the expansion of the scope and strategic position in the enterprise, human resources management functions from the simple provision of manpower to the design of manpower to arrange the appropriate work; from the management of people, to the management of the relationship between people, people and work, work and work, etc., the difficulty of the work is not comparable to that of the past, "halfway out of school "or experience-based personnel managers are difficult to take on this task, which gave birth to the human resources professional managers.

A brief description of the five functions of human resource management?

1. Access - to find the most suitable person

2. Integration - so that employees and organizations into one

3. Motivation and retention - so that employees to maintain a positive and effective working conditions

4. Regulation - employees and Development - to enhance the quality of employees to achieve self-worth

Is there a difference between a human resource management supervisor and a manager?

Every company has different job assignments and pay scales.

In terms of position, a supervisor is one level lower than a manager, and the salary will also be one level lower.

Even among managers, there is a big difference in salary between a senior department manager and a new manager who has just been promoted.

As for the difference in salary between supervisors and managers, and between managers and managers, the difference between different companies is huge.