入世后加强企业人力资源管理的对策研究
摘要
在经济全球化的今天，人力资本已成为企业竞争力的根本。加入WTO对我国各行各业都产生重要的影响，企业人力资源管理将有许多的变化。全球人才争夺的战火必将伴随着入世的脚步涉及中国，给我国带来冲击和挑战。对此，我们必须给予高度重视，研究制定应对国际竞争的人才战略。
现代人力资源管理，就是指运用现代化的科学方法，对与一定物力相结合的人力进行合理的培训、组织和调配，使人力、物力经常保持最佳比例，同时对人的思想、心理和行为进行恰当的诱导、控制和协调，充分发挥人的主观能动性，做到人尽其才，事得其人，人事相宜，以实现组织目标。其内容主要包括：制订人力资源计划，岗位分析和工作设计，招聘与选拔，培训，薪酬福利管理，绩效考核等。
它作为近20年来出现的一个崭新的和重要的管理学领域，远远超出了传统人事管理的范畴,与传统的人力资源管理相比有了较大的进步，但是仍然存在许多问题，亟待改进和提高.表现在：第一，人才引进方面。人才引进与人才战略不匹配，企业在对待引进人才资源的问题上没有从全局的角度来考虑企业人才资源的要求与供给。企业面对形势的发展不能及时补充、调整人才，使急需人才空缺，形成一种在行业中与其他企业间的人才落差招聘人员对引进优秀人才心存恐惧。第二，员工培训方面。培训的投入和培训理念存在不足。许多企业的确越来越重视培训，但企业对培训的选择能力还不清晰，追求表面形式，在培训主题方面比较泛泛，系统性不强，并且企业对培训较为急功近利，缺少长期投资意识等。第三，用人方面。缺乏正确的用人观念，现有人才没有得到充分利用。一个企业是否能够获得理想的增长速度，关键要看本企业人才储量和人才作用的发挥程度。人才引得进、留得住只是手段，关键是用得好，这才是目的。但现实中很少注意因人而用，用其所长。第四，留人方面。企业凝聚力弱化，员工忠诚度低。第五，激励方面。激励方法不当，激励措施没有真正落实。表现为：企业把激励机制与其他种种机制的建立作为重中之重，常常“写在纸上，挂在墙上，说在嘴上”，而实施起来则多以“研究，研究，再研究”将之浮在空中，结果导致不少人才离开企业。
本文作者通过所学的基本知识，并参考了一些资料，针对上述问题，结合相关理论，大胆地提出了相应的措施与解决思路，为企业在实际中解决人力资
源管理问题提供理论上的参考。主要有以下几方面：第一，引进知识型和专业型人才。经济的飞速发展要求企业不断地调整生产经营结构，同时也对企业人员知识结构的调整提出了相应的要求。为适应这种要求，企业在现有人才缺乏的情况下急需引进知识和专业技术人才，调整现有人员结构，满足企业生产经营的发展。第二，造就学习型组织和个人，搞好员工培训。企业组织中的培训是人力资源管理与开发中不可缺少的活动，它旨在为组织成员创造学习的机会，使他们通过培训学习，以直接或间接的方式提高组织及其内部成员的效率和绩效。第三，充分利用现有人才，量才施用。用好企业现有人才是企业人才战略的基础。企业在制定人才战略方案时既要引进知识和专业技术人才，同时，还应合理调配和有效利用现有人才资源，这不但能挖掘现有人才的聪颖睿智，扩展其才能，提高其进一步为企业发挥聪明才智的积极性，而且也是降低企业成本、提高经济效益的有效途径。第四，增强企业凝聚力，培养员工忠诚度。在沟通的基础上，员工之间容易建立起各种联系，包括工作上的和非工作上的联系。随着沟通频率的增加，沟通水平的提高，员工彼此增进了解，相互帮助、相互支持，容易建立深厚的感情，这是企业凝聚力的高级阶段。第五，建立有效的激励机制。任何一家企业在选择激励方式时都必须根据不同对象、不同阶段、不同情况而定，制定合理的激励方式。如果不加分析随便采取一种激励手段，很可能达不到预期的激励效果，甚至有时起到负面效果。因此，应该根据一定的原则，把握力度，有针对性地确立激励方式。不能一味地通过重金悬赏来刺激领导与职工的个人物质利欲，那种认为“重赏之下必有勇夫”的做法是错误的，必须将企业领导与职工的个人前途与利益统一到企业的生存发展上来，这才是根本所在。
文中借鉴了一些外国企业成功的经验，正所谓"西为中用"吧,同时由于水平有限，这些措施与解决思路难免有需要不断完善之处，敬请各位老师给予批评指正
In these days of the economy throughout the world ,personnel resource has become the essence for competitive force of one enterprise .Every type of the enterprise is subjected to the affected when China enter the WTO, many change will happen to the management of personnel resource of one enterprise. The war fire of the contest for talent person throughout the world is bound to involve China with the stepping to the WTO. It brings about impact and challenge to our country. In connecting with this ,we must pay affection to it ,research and regulate the strategy for the international compete for the talent person .
The modern personnel resource management is refereed to using the modern scientific methods to do such things as follows: proceeding reasonable cultivate for the personnel resource which is compound with the material resource ,organization and arrangement, making the personnel resource and the material resource constantly maintains the acceptable proportion ,proceeding the appropriate induce ,control and organize to the mind, psychology and behavior of person, developing the personal ability .Lets one do what ,he can do ,and things are done by the fittest person , person and things are in best fit-and-proper situation , to realize the objective of the organization . It mainly contains such things : preparing the personnel resource plan ,analogs of station ,work devising recruiting and sececting,cultivating,salary and welfare management, verifying of the accomplishment ,etc.
As a newness and important management field which existing in the latest twenty years .It significantly exceeds the range of the custory personnel management . It has make a great progress compares to the custom personnel resource management. However, many deficiency still exists and needs to be improved. These deficiency are as follows.
First , inflow of the talent person. Inflow of the talent person mismatch with the strategy for the talent person , recruit-chargers
feel fear when inflow the good talent person . Second, cutivating of the staff. There is deficiency in the expense and concept of cultivating the third,personnel arrangement. Shortage of the correct concept of personnel arrangement , the existing talent person is not made good use of .The fourth keeping of the talent person ,consolidation of enterprise becomes weak ,loyalty degree of staff is in low level. The fifth incentive, incentive method is not proper , incentive instrument is not really put to use.
Concern to these problem descripted above ,the author of this thesis bravly puts forward the accordingly instruments and solve suggestion in order to solve the personnel through the basis knowledge acquisition by hard study ,and reference to some informations.
Resource management problem in practice. It maintains such aspects as follows:first,inflows the knowledge and specialist talent person.Second,creats the study organization and perfect in cultivating the staffs.The third,makes good use of the existing talent person and lets one do this thing what he can do well. The fourth,intensifies the enterprise concentration ,and cultivates the staffs loyalty degree.The fifth, creats the effective incentive mechanic.
The context refer to the successful experience of some foreign enterprise .It is so called “the west things are used in China”. Since the limitation of my knowledge these instruments and solve suggestion are inevitably needed to be continuously improved , please every honorable teachers put forward your precious commentaries.
现代人力资源管理，就是指运用现代化的科学方法，对与一定物力相结合的人力进行合理的培训、组织和调配，使人力、物力经常保持最佳比例，同时对人的思想、心理和行为进行恰当的诱导、控制和协调，充分发挥人的主观能动性，做到人尽其才，事得其人，人事相宜，以实现组织目标。其内容主要包括：制订人力资源计划，岗位分析和工作设计，招聘与选拔，培训，薪酬福利管理，绩效考核等。
它作为近20年来出现的一个崭新的和重要的管理学领域，远远超出了传统人事管理的范畴,与传统的人力资源管理相比有了较大的进步，但是仍然存在许多问题，亟待改进和提高.表现在：第一，人才引进方面。人才引进与人才战略不匹配，企业在对待引进人才资源的问题上没有从全局的角度来考虑企业人才资源的要求与供给。企业面对形势的发展不能及时补充、调整人才，使急需人才空缺，形成一种在行业中与其他企业间的人才落差招聘人员对引进优秀人才心存恐惧。第二，员工培训方面。培训的投入和培训理念存在不足。许多企业的确越来越重视培训，但企业对培训的选择能力还不清晰，追求表面形式，在培训主题方面比较泛泛，系统性不强，并且企业对培训较为急功近利，缺少长期投资意识等。第三，用人方面。缺乏正确的用人观念，现有人才没有得到充分利用。一个企业是否能够获得理想的增长速度，关键要看本企业人才储量和人才作用的发挥程度。人才引得进、留得住只是手段，关键是用得好，这才是目的。但现实中很少注意因人而用，用其所长。第四，留人方面。企业凝聚力弱化，员工忠诚度低。第五，激励方面。激励方法不当，激励措施没有真正落实。表现为：企业把激励机制与其他种种机制的建立作为重中之重，常常“写在纸上，挂在墙上，说在嘴上”，而实施起来则多以“研究，研究，再研究”将之浮在空中，结果导致不少人才离开企业。
本文作者通过所学的基本知识，并参考了一些资料，针对上述问题，结合相关理论，大胆地提出了相应的措施与解决思路，为企业在实际中解决人力资
源管理问题提供理论上的参考。主要有以下几方面：第一，引进知识型和专业型人才。经济的飞速发展要求企业不断地调整生产经营结构，同时也对企业人员知识结构的调整提出了相应的要求。为适应这种要求，企业在现有人才缺乏的情况下急需引进知识和专业技术人才，调整现有人员结构，满足企业生产经营的发展。第二，造就学习型组织和个人，搞好员工培训。企业组织中的培训是人力资源管理与开发中不可缺少的活动，它旨在为组织成员创造学习的机会，使他们通过培训学习，以直接或间接的方式提高组织及其内部成员的效率和绩效。第三，充分利用现有人才，量才施用。用好企业现有人才是企业人才战略的基础。企业在制定人才战略方案时既要引进知识和专业技术人才，同时，还应合理调配和有效利用现有人才资源，这不但能挖掘现有人才的聪颖睿智，扩展其才能，提高其进一步为企业发挥聪明才智的积极性，而且也是降低企业成本、提高经济效益的有效途径。第四，增强企业凝聚力，培养员工忠诚度。在沟通的基础上，员工之间容易建立起各种联系，包括工作上的和非工作上的联系。随着沟通频率的增加，沟通水平的提高，员工彼此增进了解，相互帮助、相互支持，容易建立深厚的感情，这是企业凝聚力的高级阶段。第五，建立有效的激励机制。任何一家企业在选择激励方式时都必须根据不同对象、不同阶段、不同情况而定，制定合理的激励方式。如果不加分析随便采取一种激励手段，很可能达不到预期的激励效果，甚至有时起到负面效果。因此，应该根据一定的原则，把握力度，有针对性地确立激励方式。不能一味地通过重金悬赏来刺激领导与职工的个人物质利欲，那种认为“重赏之下必有勇夫”的做法是错误的，必须将企业领导与职工的个人前途与利益统一到企业的生存发展上来，这才是根本所在。
文中借鉴了一些外国企业成功的经验，正所谓"西为中用"吧,同时由于水平有限，这些措施与解决思路难免有需要不断完善之处，敬请各位老师给予批评指正
In these days of the economy throughout the world ,personnel resource has become the essence for competitive force of one enterprise .Every type of the enterprise is subjected to the affected when China enter the WTO, many change will happen to the management of personnel resource of one enterprise. The war fire of the contest for talent person throughout the world is bound to involve China with the stepping to the WTO. It brings about impact and challenge to our country. In connecting with this ,we must pay affection to it ,research and regulate the strategy for the international compete for the talent person .
The modern personnel resource management is refereed to using the modern scientific methods to do such things as follows: proceeding reasonable cultivate for the personnel resource which is compound with the material resource ,organization and arrangement, making the personnel resource and the material resource constantly maintains the acceptable proportion ,proceeding the appropriate induce ,control and organize to the mind, psychology and behavior of person, developing the personal ability .Lets one do what ,he can do ,and things are done by the fittest person , person and things are in best fit-and-proper situation , to realize the objective of the organization . It mainly contains such things : preparing the personnel resource plan ,analogs of station ,work devising recruiting and sececting,cultivating,salary and welfare management, verifying of the accomplishment ,etc.
As a newness and important management field which existing in the latest twenty years .It significantly exceeds the range of the custory personnel management . It has make a great progress compares to the custom personnel resource management. However, many deficiency still exists and needs to be improved. These deficiency are as follows.
First , inflow of the talent person. Inflow of the talent person mismatch with the strategy for the talent person , recruit-chargers
feel fear when inflow the good talent person . Second, cutivating of the staff. There is deficiency in the expense and concept of cultivating the third,personnel arrangement. Shortage of the correct concept of personnel arrangement , the existing talent person is not made good use of .The fourth keeping of the talent person ,consolidation of enterprise becomes weak ,loyalty degree of staff is in low level. The fifth incentive, incentive method is not proper , incentive instrument is not really put to use.
Concern to these problem descripted above ,the author of this thesis bravly puts forward the accordingly instruments and solve suggestion in order to solve the personnel through the basis knowledge acquisition by hard study ,and reference to some informations.
Resource management problem in practice. It maintains such aspects as follows:first,inflows the knowledge and specialist talent person.Second,creats the study organization and perfect in cultivating the staffs.The third,makes good use of the existing talent person and lets one do this thing what he can do well. The fourth,intensifies the enterprise concentration ,and cultivates the staffs loyalty degree.The fifth, creats the effective incentive mechanic.
The context refer to the successful experience of some foreign enterprise .It is so called “the west things are used in China”. Since the limitation of my knowledge these instruments and solve suggestion are inevitably needed to be continuously improved , please every honorable teachers put forward your precious commentaries.
引文
[1] 石伟,孙健. 怎样招进最优秀人才. 中外管理. 2001,(4)：43-44
[2] 范庆华. 让培训成为诱人的待遇. 中外管理. 2002, (4)：46
[3] 陈黎萍, 鲁云海. 如何让员工忠字当头. 中外管理. 2002,(1)：44
[4] 张玉波. 关注员工的职业发展. 中国高新技术产业导报. 2000.10.24
[5] 谢顺铨, 王苏陵. 企业人才战略的思考. 人才开发. 2001,(4)：30-31
[6] 祁予. 浅议人才使用策略. 人才开发. 2001,(4)：22-23
[7] 范海燕. 思科e化的人力资源革命. 中外管理. 2001,(2)：43
[8] 俊一. 如何让培训为企业创造价值. 中外管理. 2001,(2)：64
[9] 吴洪伟. 人力资源开发的概念辨析. 中国人才. 2001,(7)：33
[10] 王平. 企业凝聚力：留住人才的高招. 行政与人事. 2001,(11,12):10
[11] Xiaofeng Liu, Hongyu Zang. Analysis of the Employment Situation and Educational Quality of Human Resources in China. Proceedings of 2001 International Conference on Management Science & Engineering. Orient Academic Forum Press. 2001: 185-188
[12] Yongyao Zhuang, Baojian Yang, Jianzhong Wang, Liang Tian. Research on the Advanced Manufacture Paradigm Application and Human Resource Management Study. Proceedings of 2001 International Conference on Management Science & Engineering. Orient Academic Forum Press. 2001: 201-206
[2] 范庆华. 让培训成为诱人的待遇. 中外管理. 2002, (4)：46
[3] 陈黎萍, 鲁云海. 如何让员工忠字当头. 中外管理. 2002,(1)：44
[4] 张玉波. 关注员工的职业发展. 中国高新技术产业导报. 2000.10.24
[5] 谢顺铨, 王苏陵. 企业人才战略的思考. 人才开发. 2001,(4)：30-31
[6] 祁予. 浅议人才使用策略. 人才开发. 2001,(4)：22-23
[7] 范海燕. 思科e化的人力资源革命. 中外管理. 2001,(2)：43
[8] 俊一. 如何让培训为企业创造价值. 中外管理. 2001,(2)：64
[9] 吴洪伟. 人力资源开发的概念辨析. 中国人才. 2001,(7)：33
[10] 王平. 企业凝聚力：留住人才的高招. 行政与人事. 2001,(11,12):10
[11] Xiaofeng Liu, Hongyu Zang. Analysis of the Employment Situation and Educational Quality of Human Resources in China. Proceedings of 2001 International Conference on Management Science & Engineering. Orient Academic Forum Press. 2001: 185-188
[12] Yongyao Zhuang, Baojian Yang, Jianzhong Wang, Liang Tian. Research on the Advanced Manufacture Paradigm Application and Human Resource Management Study. Proceedings of 2001 International Conference on Management Science & Engineering. Orient Academic Forum Press. 2001: 201-206