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1、 Modern Human Resources Management1. The general situation of human resource managementModern human resources management of enterprise roughly can divide into three levels, tactics plan, and carry out plan. Three levels represent human resources management advance, can embody the transition from tra
2、ditional personnel management to modern human resources management. We will welcome E era in the 21st century. In the face of the brand-new challenge, enterprises to obtain the competition advantage, human resources development and management cant be ignored. Through adapt to E era violent change an
3、d new challenge can promote enterprises organization system development, procedure recombination and management transformation. To promote latent energy of human resources become enterprise human resources management departments chief duty.Among the course of enterprise management developing, it is
4、not difficult to find that enterprise management have gone through production period and market period ,then enter the human resources leading period. We can say, at E era human resources will become direction of enterprises management. As we know, production period have kept quite a long stage, the
5、n we paid attention to products. Ford Motor was a vivid case of that period: Do you need the automobile which other colors? We only produce the black. Market leading is the trend of recent ten years domestic enterprises also pay attention to it. Its character is to pay attention to market trend, mar
6、ket require, and customer satisfaction. Products quality and service are the foundation of customer satisfaction. Product quality and service promoted, enterprise could keep the occupation rate of market. Enterprise will adopt human resources to E era main characters globalization, world net and kno
7、wledge. Enterprises must know the function of human resources in the development.First of all, knowledge and technology have changed the measure of enterprises wealth and competition rule. Knowledge is strategic assets of enterprise, enterprise is the organization which can combine, create, transmit
8、 and use knowledge. So whether enterprises have innovative knowledge, or heterogeneity technology be not coded, will promote enterprises to boost productivity in succession, promote and create the advantage in competition. As knowledge and technologys medium (human resources) on behalf of special kn
9、owledge, technology and ability. Though science and technology and knowledge of enterprise invisible, knowledge, technology and abilitys medium (human resources) is realistic, and can manage, train and develop. So, human resources of enterprises become the key factor of enterprises market value. For
10、 instance speaking, the market value of Microsoft goes beyond GE.In era of knowledge-driven economy, the fundamental change takes place in enterprises competition. E-era is knowledge-driven economy era, the competition based on key ability of enterprise. According to McKinsey advisory companys view
11、so-called key ability mean organizations a series of complementary technical ability and knowledge, it have made one or many aspects of business reach competition field first-class level. The cultivation of enterprises key ability will be based on information management. As to abroad position CEO, C
12、IO, CKO (Chief Knowledge Officer), Chinese should be called chief knowledge officer or knowledge inspector. The responsibility is to promote staff knowledge and technical ability constantly, to guarantee organizations competitiveness at high level.Secondly, networked development change traditional s
13、pace-time conception, create one no demarcation and global working environment and vision. So, the development at full speed of the new technology, not only improved production efficiency, reduced the trade expenses greatly, but also made an impact to enterprises management. For example, application
14、 of computer and network technology, redistribute the power of enterprises. The development of communication means and network technology enable customer and staff getting more relevant information, improving reaction speed and flexibility. The development of technology will redefine working time an
15、d working model constantly. The development of information technology, make enterprises realize the important function of technology creator. More and more enterprises will improve the human resources management to quite important extent.Moreover, globalization has already changed the border of the
16、competition. Enterprises will face unprecedented challenge. Global economy integration under trade liberalization will make multinational enterprises become important strength in international market competition. To obtain competition advantage under globalization background, enterprises administrat
17、ors and human resources department must take human resources to program. They will set up new mode and procedure, train global sensitive sense and key ability. A lot of trans-corporation adhere “thinking globalization, take action locality” principle. It is the challenge that globalization bring to
18、enterprises. The promotion of international competition must promote enterprises to dispose resources in the whole world, including human resources disposition in world wide. Management including problems as follows: the difficulty training, conflict of different culture and managing cross-culturall
19、y will become important problems of enterprises human resources management.2. E era: Deep change of human resources managementE era, knowledge and technology, network and globalization are the main character. New market, new product and new concept contain new thinking of enterprises key ability and
20、 management style. Human resources management in enterprise will take deep change:In the face of knowledge economy society, it demanding knowledge and information shared. Network make institutional framework do away with hierarchical system. On one hand, network tissue group replace regular working
21、office or position. Inside enterprises, the group and the other group are independent and complementary, the comprehensive result of the sum greater than the part wholly. In this case, group depends on members ability (not post) and tusk. Performance of group is the standard to get reward. On the ot
22、her hand, network made middle management information sharing loser. So, high positions reducing in the enterprise, it made the traditional promotion way reduce. In adapt to the development of enterprise human resources system. The work is not a position but a task and the task changing constantly.In
23、 future, the steady, machinery, repeated work will be replaced by the machine. There only left mental work, creative work. The “knowledge worker” will utilize his knowledge and innovation ability, offer products and additional value of service. People no longer regard pursuing the senior managerial
24、position as the main goal of job development. What they need are bigger autonomy and working elasticity, in order to give play to their higher production capacity. Thus, as the administrator, must be good at communicating and building the relaxed working atmosphere. With engineering level developing
25、 constantly, staff will be more and more important among enterprise. To meet staff working and life requests become E era one key goal of human resources management. The staff need get the fair and reasonable pay, get development self chance and condition. He need job security. In other words, enter
26、prises will realize what the staff need is not work, but the vocation.As to above-mentioned changes, organization system redesigned should on background of human resources management of E era. E era, organization system will change produce, market, sale and research, development and financial depart
27、ments. But implement a hierarchical system and network framework. In traditional pyramid institutional framework, it was ordering and control that emphasized, emphasis describing the staffs task clearly, so the expectation to the staff of the organization is clear. To promote staff vertical means in
28、crease, improvement and high remuneration of status and responsibility. All information of human resources management concentrated on the supreme administration and supervision authorities. By contrast, in flat institutional framework, emphasize the mandate of the staff, and make up work group on co
29、mmission. The organization encourages the staff to expand ones own working content, improve the staffs common ability and flexibility. Train system and remuneration system support the promotion of competence. In networked organization, company will make up various kinds of work groups according to s
30、pecial ability to finish the specific task. The work group usually includes expert. In networked organization, emphasize the management of staff participation, construct the border of organization again. Over the past 5-10 years, industrial economy era occupy specializing in ordering with control de
31、cision and resource allocation to arrange status concentrate on management that make way for flexible organization system already. GEs CEO Jack Welch said, “Guarantee and organize successful, the key is to let suitable persons to solve the most important business question. Whether he enterprises whi
32、ch grade and which position in organization.” It is the vivid portrayal of this mechanism. In practice, the most important thing is to let the staff step functional departments and work together, and guarantee they have the power of decision and information needed. Look from trend, human resources m
33、anagement emphasize staff individual and work groups responsibility. Achievement of work group become the core, to encourage staff individual will become history.As the wide application of Internet technology, the competition and development will under the background “E-Business” times. It is obviou
34、s, management reconstruction and procedure recombination will become important means to break traditional rule and to obtain new competitive power. The rule of industrial economy cant adapt to the growth and development of E-era. Human Resource Department is layman or servant of technology no longer
35、, information technology will be got application in human resources management widely. The manpower resources management of enterprises will set up on enterprises network framework, and break through the limitation of the enterprise border. Research, exchange and communication inside and outside ent
36、erprises will be swifter. In human resources, employees relation, job vacancy, expert searches, employees training and support, and study remote will use Internet effectively.Internet technology can help enterprises organize and realize fictitiously management. Internet technology will help enterpri
37、ses to set up the administrative system of knowledge, set up studying type organization, help enterprises to win competitiveness of long-term development. One organization must have ability on “how to study”, study ability will become competition advantage than rival.3. E era: Existence of the human
38、 resources manager In E era competitive environment changing fast, it makes the managers face the change of human resources management field, play a role in transformation. More and more enterprises realize that set up competition advantage, the key is to make human resources management effective. T
39、he administrator on the senior level of enterprises places much hope on this. Enterprises human resources manager would meet the challenge of E era. First of all, enterprises human resources administrators duty will be liberated from homework, administrative affairs gradually, will engage in strateg
40、ic human resources management more. So, enterprise manpower resources by the original non-mainstream functional department gradually become administrative department and strategic partner of business management. Among the 1994, American human resources management association meeting, council chairma
41、n Gale Parker point out, “Enterprise rebuild, structure recombination, scale simply require human resources managers to become CEOs strategic partners, help to plan, implement the organization transformation. The human resources managers participate in enterprises plan to organize the operational ac
42、tivity more and more. They lead enterprises improvement, set up competition advantage, propagate function technology and act as the role propagator and promoter, and will responsible for staffs performance and productivity etc. Many foreign enterprises human resources directed by a vice president. I
43、t can improve human resources strategic value. As we know that traditional human resources management of enterprise can roughly be divided into two respects, one from homework, another strategic. So-called homework project mean attendance, personnel file administration, performance check and rate, w
44、age and welfare administration and general affairs. And strategic project include manpower resources formulation, execution of policy, help on the middle and senior level selection of executive, education, training, career of staff plan, organization development plan and retain staff for business de
45、velopment. Some non-central, traditional personnel management would be put out. It can promote competitiveness, because of the added value of homework is very low, and human resources manager divert his attention and be deviated from the important strategic affairs. Staff affairs should be managed b
46、y other “affairs department”. So, Enterprises human resources manager will be from that kind of administration of the past gradually. Role of general affairs and welfare committee would be changed. And become learning type organization, training pusher, senior advisor agent, strategic business partn
47、er, administrations expert and improvement advocator. Secondly, manpower resources manager need to possess the corresponding global human resources management skill, he can understand and grasp the suitable professional knowledge. He required speak the same “l(fā)anguage” to the business segments. Human
48、 resources administration is very important in the chain of enterprises day by day. It includes not only outside customer but also departments of enterprise. Human resource department should move towards “the service center” from the status “power center”. Human resources manager must possess a bran
49、d-new mode of thinking. And know customers need and how to offer these services.Finally, human resources manager should locate a new role. Michigan University Reich professor said, as helper of enterprise to get competitiveness, human resources management should pay attention to output of work. Acco
50、rding to strategic policy, administrations efficiency, the staffs contribution and changing, these four kinds outputs of human resources management, Reich sum up 4 basic roles of human resources management. They are strategic human resources, mechanism structure, of staff management contribution, ma
51、nagement transition and change.In order to realize the above-mentioned roles, enterprises human resources manager need master four major key technical skills.First, they should master the business procedure. Human resources employee becomes a part of core managing and management. They participate in
52、 the basic operational activity, have strategic business directions. Second, they grasp the manpower resources.It means that human resources management should guarantee basic managements and coordinate each other, and should bear the responsibility the executive function.Third, personal reputationIt
53、 means that human resources employee should possess good interpersonal influence, conquest ability and innovation ability.Fourth, grasp transformationIt requires human resources manager to understand how to lead enterprises improvement and recombination.現(xiàn)代企業(yè)人力資源管理一、現(xiàn)代企業(yè)人力資源管理概況現(xiàn)代企業(yè)的人力資源管理大致可分為三個層次，及
54、策略規(guī)劃、制度規(guī)劃和作業(yè)執(zhí)行。這三個層次其實也代表了人力資源管理的不同發(fā)展階段，可以體現(xiàn)出從傳統(tǒng)的人事管理到現(xiàn)代人力資源管理的過渡。二十一世紀我們?nèi)嬗瓉砹薊時代。面對全新挑戰(zhàn)，企業(yè)要獲取競爭優(yōu)勢，人力資源開發(fā)與管理不可忽視。通過適應E時代劇烈的企業(yè)變化和動蕩的新挑戰(zhàn)，促進企業(yè)組織開發(fā)、流程重組和管理變革，發(fā)揮并提升人力資源的潛能，成為企業(yè)人力資源管理工作者當仁不讓的職責。從近一個世紀企業(yè)經(jīng)營的發(fā)展過程中，我們不難發(fā)現(xiàn)企業(yè)經(jīng)營歷經(jīng)了從生產(chǎn)導向到市場導向的演進過程，目前正在進入人力資源導向時代。可以說，在E時代，人力資源導向?qū)⒊蔀槠髽I(yè)獲取成功的基本導向。眾所周知，生產(chǎn)導向的階段維持了相當久，當時
55、重視的是產(chǎn)品。福特汽車就曾是那個時代一個生動的典型：你們需要其他顏色的汽車嗎？我們只生產(chǎn)黑色。市場導向是近十幾年來的趨勢，國內(nèi)企業(yè)也相當重視。其特點是重視市場趨勢、市場要求、以及顧客滿意度；尤其，以產(chǎn)品或服務的品質(zhì)、質(zhì)量，作為顧客滿意度的基礎。只有提升產(chǎn)品與服務的質(zhì)量與品質(zhì)，才能享有市場占有率。而品質(zhì)、質(zhì)量的貢獻者、達成者、實現(xiàn)者是誰呢？企業(yè)采用人力資源導向是由知識化、網(wǎng)絡化及全球化的E時代根本特征和企業(yè)競爭格局所決定的。企業(yè)須以全新的視角來認識人力資源在企業(yè)發(fā)展中的作用。首先，知識化改變了衡量企業(yè)財富的標準和競爭規(guī)則。知識是企業(yè)的戰(zhàn)略資產(chǎn)，企業(yè)是一種知識整合系統(tǒng)或是創(chuàng)造、傳遞和運用知識的組織
56、。所以企業(yè)是否擁有創(chuàng)新知識，或異質(zhì)性未編碼知識，就成為連續(xù)推動企業(yè)提高生產(chǎn)率，提升并創(chuàng)造連續(xù)競爭優(yōu)勢的源泉。作為知識和技能“承載者”的人力資源，代表了企業(yè)所擁有的專門知識、技能和能力的總和，是企業(yè)創(chuàng)造獨占性的異質(zhì)知識和壟斷技術(shù)優(yōu)勢的基礎。雖然企業(yè)的科技和知識是無形的，但代表企業(yè)知識、技能和能力水平的人力資源卻是真實存在，并能加以管理、培訓和開發(fā)的。至此，企業(yè)的人力資源就成為決定企業(yè)市場價值的關鍵因素。如從一定程度上講，Microsoft的市場價值是超出GE的。知識經(jīng)濟時代，企業(yè)競爭方式發(fā)生根本性變革。E時代是知識經(jīng)濟的時代，企業(yè)的競爭將基于核心能力的競爭。根據(jù)麥肯錫（McKinsey）咨詢公司
57、的觀點，所謂核心能力是指某一組織內(nèi)部一系列互補的技能和知識的結(jié)合，它具有使一項或多項業(yè)務達到競爭領域一流水平的能力。企業(yè)核心能力的培育將基于知識管理。在國外出現(xiàn)一個類似CEO、CIO職位的CKO（Chief Knowledge Officer）職位，中文應該稱為首席知識官或知識總監(jiān)，其責任是促進員工知識與技能水平的不斷提升，確保組織在高科技時代的競爭力。其次，網(wǎng)絡化的發(fā)展改變了傳統(tǒng)的時空觀念，創(chuàng)造了一個不受地理邊界限制與束縛的全球工作環(huán)境和視野。因此，新技術(shù)的飛速發(fā)展，不僅提高了企業(yè)的經(jīng)營生產(chǎn)效率，大大降低了交易費用，而且對企業(yè)管理方式產(chǎn)生巨大沖擊。例如，計算機網(wǎng)絡和技術(shù)的運用，客觀上重新分配
58、了企業(yè)的內(nèi)部權(quán)力；通訊手段和網(wǎng)絡技術(shù)的發(fā)展，使顧客和員工能在獲得更多相關信息基礎上，提高反應速度和靈活性，創(chuàng)造更多的機會。技術(shù)的發(fā)展將不斷地重新定義工作時間和工作的方式。信息技術(shù)的飛速發(fā)展，使得企業(yè)越發(fā)認識到能夠創(chuàng)造技術(shù)的人才的重要作用。越來越多的企業(yè)將會把人力資源管理工作提高到相當重要的程度。再次，全球化已徹底改變了競爭的邊界，使企業(yè)面臨前所未有的強度挑戰(zhàn)。經(jīng)濟全球化與貿(mào)易自由化帶動下的全球經(jīng)濟一體化，將使多國企業(yè)成為國際市場競爭中的重要力量。為在全球化背景下獲取競爭優(yōu)勢，企業(yè)各部門的管理者和人力資源從業(yè)人士，必須以一種新的全球思維方式重新思考企業(yè)人力資源的角色與價值增值問題，建立新的模式和
59、流程來培養(yǎng)全球性的靈敏嗅覺、核心能力。如許多跨國公司堅持的思維全球化，行動當?shù)鼗瓌t就是全球化給企業(yè)帶來的挑戰(zhàn)。國際競爭的深化必然推動企業(yè)在全球內(nèi)配置資源，更包括人力資源的全球配置。管理人力資源的難度、培訓的難度、不同文化的沖突、跨文化管理，都將成為企業(yè)人力資源管理的重要問題。二、E時代：人力資源管理的深刻變化在知識化、網(wǎng)絡化與全球化的E時代，新市場、新產(chǎn)品、新觀念，也蘊含著對企業(yè)核心能力和經(jīng)營方式的新思考。對于企業(yè)的人力資源管理，也會形成深刻的變化：面對E時代的知識經(jīng)濟社會，知識化要求知識與信息共享，網(wǎng)絡化使組織結(jié)構(gòu)扁平化成為可能。一方面，網(wǎng)絡狀分布的組織團隊代替了固定的工作部門或職位，出現(xiàn)
60、了跨職能、跨部門的團隊。在企業(yè)內(nèi)部，團隊與團隊之間是獨立的，又是互補的，從而產(chǎn)生整體大于部分之和的綜合效果。在這種情況下，團隊是由成員依其專長（而非職務）和任務的需要而自主構(gòu)成，團隊的績效可以由其任務的完成狀況獲得評價后得到相應的報酬。另一方面，網(wǎng)絡使主要承擔上下之間信息溝通的中間管理層失去應用的作用而遭到精簡。結(jié)果，企業(yè)中的較高職位減少了，使得傳統(tǒng)的升遷途徑減少了，導致職業(yè)發(fā)展中沿著組織層級向上攀升的機會也大大減少了。在適應未來發(fā)展的企業(yè)人力資源發(fā)展系統(tǒng)中，工作并非職位而是任務，同時任務又是在不斷變化的。未來，穩(wěn)定的、機械性的、重復性的工作，基本上被機器所取代，或者將被“外包”，最終只剩下腦
61、力的、創(chuàng)造性的工作?！爸R工作者”利用自己的知識和創(chuàng)新能力，提供產(chǎn)品和服務的附加價值。人們不再把追求高級管理職位作為職業(yè)發(fā)展的主要目標，他們需要的是較大的自主權(quán)和工作彈性，以便發(fā)揮他們較高的生產(chǎn)能力。從而，作為管理者，必須擅長于溝通和營造輕松的工作氛圍。隨著技術(shù)水平的不斷提高，員工在企業(yè)中的地位越來越重要，滿足員工工作生活質(zhì)量的要求將成為E時代人力資源管理的核心目標之一。員工不僅要得到公平合理的充足報酬，不僅要得到發(fā)展自我的機會和條件，而且還要得到職業(yè)安全保障。換言之，企業(yè)終將意識到員工需要的不是工作，而是職業(yè)?；谏鲜鲎兓M織的重新設計將成為E時代人力資源管理重要的制度背景。E時代的組織設
62、計將改變傳統(tǒng)的依據(jù)功能來組織生產(chǎn)、市場與銷售、研究與開發(fā)、財務等業(yè)務部門的做法，而是實行組織結(jié)構(gòu)方面的扁平化和網(wǎng)絡化。在傳統(tǒng)的金字塔式組織結(jié)構(gòu)中，強調(diào)的是命令與控制，重視清晰地描述員工的任務，因此組織對員工的期望是明確的；員工的晉升路線也是垂直晉升，晉升意味著責任的增大、地位的提高與更高的報酬；人力資源管理的全部信息都集中在組織的最高管理層。相比之下，在扁平式組織結(jié)構(gòu)中，強調(diào)對員工的授權(quán)，并把被授權(quán)的員工組成工作小組；組織鼓勵員工擴大自己的工作內(nèi)容，提高員工的通用性和靈活性；培訓系統(tǒng)和報酬系統(tǒng)都支持水平的晉升。在網(wǎng)絡化組織中，多個公司根據(jù)各自員工的專長組成各種工作小組，完成特定的任務，這種工作
63、小組通常包括各個方面的專家。在網(wǎng)絡化組織中，一般更加強調(diào)員工的參與管理，重新構(gòu)造組織的邊界。在過去的510年中，工業(yè)經(jīng)濟時代占據(jù)支配地位的以命令和控制為主的決策和資源分配集中制的管理方式已經(jīng)讓位給更加靈活的組織機制。GE的CEO杰克.韋爾奇所謂的：“確保組織在未來的成功關鍵在于有合適的人去解決最重要的業(yè)務問題，無論他處在企業(yè)的哪一個等級和組織的何種職位，也無論他處在世界上的任何角落?！本褪沁@一機制的生動寫照。在實踐中，最重要的是讓員工跨職能部門一起工作，并確保他們能夠獲得所需要的信息和擁有做出決策的權(quán)力。從趨勢上看，人力資源管理將更加強調(diào)員工個人與工作小組在員工前程發(fā)展中的責任，工作小組的業(yè)績
64、將成為關注的核心，那種單純強調(diào)員工個人激勵的策略將成為歷史。隨著Internet技術(shù)的廣泛應用，企業(yè)將在“電子商務”時代背景下競爭與發(fā)展?？梢?，管理再造和流程重組將成為企業(yè)打破傳統(tǒng)規(guī)則，獲取新競爭能力的重要手段。工業(yè)經(jīng)濟時代的商業(yè)規(guī)則“科層制”管理模式已不適應E時代企業(yè)的成長與發(fā)展，甚至成為企業(yè)生存與發(fā)展的嚴重桎梏。而且，人力資源部門不再是技術(shù)的門外漢或奴仆，信息技術(shù)將更加廣泛地在人力資源工作領域中得到應用。企業(yè)的人力資源管理充分建立在企業(yè)網(wǎng)絡化的組織結(jié)構(gòu)之上，并突破企業(yè)邊界的局限。企業(yè)內(nèi)外的研究與交流、溝通等將更加快捷。在人力資源和雇員關系中，職位空缺公布、專家搜尋、雇員培訓與支持、遠距離學
65、習等，將有效應用互聯(lián)網(wǎng)。運用Internet技術(shù)幫助企業(yè)建立虛擬組織并實現(xiàn)虛擬化管理，以有效利用整個社會一切可利用的資源。運用Internet技術(shù)幫助企業(yè)建立知識管理系統(tǒng)，建立學習型組織，以幫助企業(yè)獲得長期發(fā)展的競爭力。一個組織必須擁有“如何去學習”的能力，并且比對手學得更快的能力成為企業(yè)唯一持久的競爭優(yōu)勢。三、E時代：人力資源經(jīng)理人的生存不適應，則死亡。E時代的快速變化的競爭環(huán)境，使得企業(yè)人力資源經(jīng)理人必須正視人力資源管理領域的變革，積極地進行職能轉(zhuǎn)變與角色定位。已經(jīng)有越來越多的企業(yè)在認識到建立自身的競爭優(yōu)勢關鍵是如何去建立并運行有效的人力資源管理，企業(yè)高層管理者對此寄予很大希望。企業(yè)人力資
66、源經(jīng)理人只有全面迎接E時代的挑戰(zhàn)，才能在企業(yè)發(fā)展中發(fā)揮應有的作用。 首先，企業(yè)人力資源管理者的職責將逐漸從作業(yè)性、行政性事務中解放出來，更多地從事戰(zhàn)略性人力資源管理工作。因此，企業(yè)人力資源管理部門已逐漸由原來的非主流的功能性部門，轉(zhuǎn)而成為企業(yè)經(jīng)營業(yè)務部門的戰(zhàn)略伙伴。在1994年美國人力資源管理協(xié)會會議中，理事會主席Gale Parker指出：企業(yè)再造、結(jié)構(gòu)重組、規(guī)模精簡的變革大潮都要求人力資源經(jīng)理成為首席執(zhí)行官的戰(zhàn)略伙伴，幫助計劃、實施組織變革。人力資源經(jīng)理人越來越多地參與企業(yè)戰(zhàn)略、組織業(yè)務活動，領導企業(yè)變革，建立競爭優(yōu)勢，傳播職能技術(shù)并擔當起員工宣傳者和倡議者的角色，并對員工績效和生產(chǎn)率負責等。許多
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