中石化A工程公司战略性人力资源管理研究
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摘要
在知识经济时代,人力资源作为企业的首要资源,在企业中的地位越来越重要,关系到企业的未来发展、企业战略目标的实现。现如今人力资源管理已成为企业一项战略性管理工作,不但要根据企业战略来制定人力资源管理战略,而且人力资源战略反过来影响到企业战略的执行。所以一个企业成功的人力资源管理就是要把企业战略与企业的人力资源管理结合起来,建立富有企业特色的战略性人力资源管理,这就是本文要阐述的战略性人力资源管理的重要意义。同时,战略性人力资源管理作为决定企业成败的一个关键因素,长久以来在很多国有企业中没有得到足够的重视,已成为制约企业可持续成长的一个瓶颈。因此,本文以中石化A公司为例从战略性人力资源管理的新特点以及该企业的基本特征出发,阐述其人力资源管理的特点,并针对其人力资源管理过程中存在的主要问题提出相应的对策,本文结合中石化A工程公司人力资源管理现状,论述了该企业的员工培训制度、薪酬制度、劳务人员管理制度。论文提出改进企业人力资源管理的措施:应健全选才体系,着重培养和引进人才;加强与外部相关专业人才与机构的合作;进一步发展企业文化建设;将外来劳务人员视为利益共同体;扭转现有重技术轻管理的现状等等,本文从人力资源概况、企业战略性人力资源管理、实际案例分析三方面入手,探讨了中石化A公司的人力资源管理障碍及对策。
When human beings are branching out into a new age of knowledge and economy, most enterprises have realized that human resource will become a decisive strength in their strategies; therefore, contemporary HR idea and human resource strategy has become a significant part of contemporary HR strategy. If an enterprise does not have a reasonable and matching strategic HR planning and management, any plan and development is an armchair strategist. Strategic HR and HR competition are closely-related. Many scholars consider HR a source of an enterprise’s continuous competition advantage. Nonetheless, most of the enterprises in China are weak in HR management, and have lower quality in HR competition. To play a part in globally intensive Person-Contest, they urgently need to carry out HR management on a height of strategy. Throughout history of overseas HR, it has experienced over 100 years from the end of 19 Century until present day, there are four phases: 1. Personnel Management (till 1930) 2.HR management (1930-1960) 3. HR developmental stage (1960-1980年) 4. Strategic HR management (1980-present) By comparison, HR idea in China is less than 10 year and it’s caused by a great number of foreign companies’invasion. Due to the difference amongst managers, together with our unsound HR management academy, it has caused a shortage of professional and trained HR people, and compare with developed countries, most of our enterprises still have a long way to go. After China entered WTO, in the face of competition brought by overseas rivals, backward HR had become one of the restrictive factors for the development of small and medium enterprises. It forced those enterprises must make progress in studying, and rapidly improve their own HR systems; in the meantime, set up their own HR strategic systems according to different strategies. A successful HR management is about a combination between enterprise’s strategy and HR management, building a various featured strategic HR management. HR strategy and planning are the foundation of HR management. They include missions and values of HR, HR’s visions, direction, policy and guidelines. Establishing a strategic HR management shall obey the following principles: 1. take some certain environmental conditions inside and outside into account. 2. Take the connection between enterprise’s strategy and HR planning into account. 3. Make HR management optimization and integration a dynamic HR system. 4. Highlight individual development is closely connected to the company’s. HR planning is not only serves enterprises, but it also enhances staff members’development.
Let’s take Company A (it belongs to SINO-PEC) for an example, from the perspective of strategic HR management’s new features, Illustrate the features of its HR management, Company A is a typical state-owned small and medium-sized enterprise, and it has following issues: 1. shortage of HR managerial organization and personnel allocation. 2. Small and medium-sized enterprises constrained HR management development. 3. Still use backward HR management mode. 4. Usually short of HR planning and relevant policy. 5. HR introduction and irrationality of training. 6. Unscientific performance appraisal and one-fold motivation system. 7. Unsound HR management system. Meanwhile, we can analyze that Company A’s necessity of carrying out strategic HR management: 1. fiercely changing environment needs strategic HR management; 2. strategic HR changed the standard and competitive rules of measuring enterprise’s wealth; 3. strategic HR management is a precondition for the succeed of a small and medium-sized enterprise. So, here I made some comments in terms of company A’s strategic HR management: 1. effectively solve the issues rest in small and medium-sized enterprise. 2. Make internal HR management works, transform the old mindset, get rid of paternalistic and centralized leadership with scientific HR management; pay more attention to staff members’training and education, and fully tap their talent; establish an effective HR training system; advocate internal training, and combine career planning with HR development training; use payroll and compensation well, an enterprise which uses many ways to motivate its employees must know that pay system is the NO.1 factor that increases employee’s satisfaction. According to different stages of development, a company should use different motivation methods to different employees, and establish positive, united and fighting enterprise culture. 3. Externally, Company A shall make a great effort on HR development; scientifically carry out HR planning and recruitment; an enterprise should have a strategic and long-term HR planning; make a strict recruitment and hiring standard, and say no to cronyism; prevent core-staff loss; pay more attention to headhunting and anti-headhunting; establish a scientific performance appraisal management system, a sound performance appraisal feedback system, a sound performance appraisal system, performance management is an effective tool for strategy; in the meantime, in view of the features of small and medium-sized enterprise, we can think over HR outsourcing.
To sum up, we just went through Company A’s HR management situation, and have discussed its training system, payroll, staff management system. I also have mentioned some methods that can improve its HR management, and establish its own strategic HR management planning and development system; it should improve people selection process, and pay attention to training and talents introduction; enhance the cooperation with external personnel and organizations; further improve the establishment of corporate culture; see the outcomes as community interest; reverse the situation of“heavy-technology, light management”etc. We just had talked about Company A’s HR management obstacles and solutions through HR introduction, strategic HR management and practical case analysis.
When human beings are branching out into a new age of knowledge and economy, most enterprises have realized that human resource will become a decisive strength in their strategies; therefore, contemporary HR idea and human resource strategy has become a significant part of contemporary HR strategy. If an enterprise does not have a reasonable and matching strategic HR planning and management, any plan and development is an armchair strategist. Strategic HR and HR competition are closely-related. Many scholars consider HR a source of an enterprise’s continuous competition advantage. Nonetheless, most of the enterprises in China are weak in HR management, and have lower quality in HR competition. To play a part in globally intensive Person-Contest, they urgently need to carry out HR management on a height of strategy. Throughout history of overseas HR, it has experienced over 100 years from the end of 19 Century until present day, there are four phases: 1. Personnel Management (till 1930) 2.HR management (1930-1960) 3. HR developmental stage (1960-1980年) 4. Strategic HR management (1980-present) By comparison, HR idea in China is less than 10 year and it’s caused by a great number of foreign companies’invasion. Due to the difference amongst managers, together with our unsound HR management academy, it has caused a shortage of professional and trained HR people, and compare with developed countries, most of our enterprises still have a long way to go. After China entered WTO, in the face of competition brought by overseas rivals, backward HR had become one of the restrictive factors for the development of small and medium enterprises. It forced those enterprises must make progress in studying, and rapidly improve their own HR systems; in the meantime, set up their own HR strategic systems according to different strategies. A successful HR management is about a combination between enterprise’s strategy and HR management, building a various featured strategic HR management. HR strategy and planning are the foundation of HR management. They include missions and values of HR, HR’s visions, direction, policy and guidelines. Establishing a strategic HR management shall obey the following principles: 1. take some certain environmental conditions inside and outside into account. 2. Take the connection between enterprise’s strategy and HR planning into account. 3. Make HR management optimization and integration a dynamic HR system. 4. Highlight individual development is closely connected to the company’s. HR planning is not only serves enterprises, but it also enhances staff members’development.
Let’s take Company A (it belongs to SINO-PEC) for an example, from the perspective of strategic HR management’s new features, Illustrate the features of its HR management, Company A is a typical state-owned small and medium-sized enterprise, and it has following issues: 1. shortage of HR managerial organization and personnel allocation. 2. Small and medium-sized enterprises constrained HR management development. 3. Still use backward HR management mode. 4. Usually short of HR planning and relevant policy. 5. HR introduction and irrationality of training. 6. Unscientific performance appraisal and one-fold motivation system. 7. Unsound HR management system. Meanwhile, we can analyze that Company A’s necessity of carrying out strategic HR management: 1. fiercely changing environment needs strategic HR management; 2. strategic HR changed the standard and competitive rules of measuring enterprise’s wealth; 3. strategic HR management is a precondition for the succeed of a small and medium-sized enterprise. So, here I made some comments in terms of company A’s strategic HR management: 1. effectively solve the issues rest in small and medium-sized enterprise. 2. Make internal HR management works, transform the old mindset, get rid of paternalistic and centralized leadership with scientific HR management; pay more attention to staff members’training and education, and fully tap their talent; establish an effective HR training system; advocate internal training, and combine career planning with HR development training; use payroll and compensation well, an enterprise which uses many ways to motivate its employees must know that pay system is the NO.1 factor that increases employee’s satisfaction. According to different stages of development, a company should use different motivation methods to different employees, and establish positive, united and fighting enterprise culture. 3. Externally, Company A shall make a great effort on HR development; scientifically carry out HR planning and recruitment; an enterprise should have a strategic and long-term HR planning; make a strict recruitment and hiring standard, and say no to cronyism; prevent core-staff loss; pay more attention to headhunting and anti-headhunting; establish a scientific performance appraisal management system, a sound performance appraisal feedback system, a sound performance appraisal system, performance management is an effective tool for strategy; in the meantime, in view of the features of small and medium-sized enterprise, we can think over HR outsourcing.
To sum up, we just went through Company A’s HR management situation, and have discussed its training system, payroll, staff management system. I also have mentioned some methods that can improve its HR management, and establish its own strategic HR management planning and development system; it should improve people selection process, and pay attention to training and talents introduction; enhance the cooperation with external personnel and organizations; further improve the establishment of corporate culture; see the outcomes as community interest; reverse the situation of“heavy-technology, light management”etc. We just had talked about Company A’s HR management obstacles and solutions through HR introduction, strategic HR management and practical case analysis.
引文
[1]许庆瑞.21世纪的战略性人力资源管理[J].科学学研究.2002,20(1):89-90.
[2]刘长未.企业信息化环境下的人力资源管理及其运作机制研究[D].重庆:重庆大学,2005.5.
[3]牛红.人力资源管理是现代企业管理的发展方向[J],内蒙古科技与经济,2001,(5):22-23.
[4] Geisler, Edwin B. Manpower Planning: An Emerging Staff Function[M],American Management Association, New York. 1967.
[5] Richard A. Wolfe. Organizational Innovation: Review, Critique and Suggested Research Directions. Journal of Management Studies. 1994,3(5): 405-431
[6]左仁淑,殷秀梅.试论人力资源管理理论发展的阶段性[J],管理科学.1999(3):19-22.
[7]赵曙明.人力资源管理理论研究现状分析[J],外国经济与管理,2005,27(1):16-17.
[8]加里·德斯勒著.人力资源管理[M],北京:中国人民大学出版社. 1999,10.
[9]李佑颐,赵曙明,刘洪.人力资源管理述评[J] ,南京大学学报,2001,(4):130-133.
[10]张海东.基于战略导向的人力资源管理体系研究[J],南京航空航天大学学报(社会科学版).2005,7(3):23.
[11]赵曙明.人力资源管理理论研究现状分析[J],外国经济与管理,2005,27(1):16-17.
[12]张明星,李永强.企业战略性人力资源管理模式探讨[J],经济论坛,2005,(2):67
[13]劳伦斯S克雷曼著,孙非等译.人力资源管理获取争优势的工具[M],北京:机械工业出版社.1999:56-57.
[14]郝长华,秦朝华.企业竞争战略与人力资源规划[J],安徽工业大学学报(社会科学版).2003,20(5)75-81
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[16]戚振江.战略性人力资源管理研究进展[J],科学学研究,2004,22(5).
[17]罗党,刘思峰,党耀国.灰色模型GM(1,1)优化[J],中国工程科学,2003,5(8):50-53.
[18]迈克﹒波特等著,刘守英主编.45位战略家谈如何建立核心竞争力[M].中国发展出版社,2002,356.
[19]杜云月,蔡香梅.何为企业核心竞赛力[J].中华工商时报,2003,06,26。
[20]王玉珍.美日人力资源管理模式比较及启示[J].经济问题,2006,3.15.
[21]林泽炎.转型中国企业人力资源管理[M].北京:中国劳动社会保障出版社,2004,
[22]谢茂拾.论我国人力资源管理制度改革的目标问题[J].中国人力资源开发,2005,6.31.
[23]彭剑锋.人力资源管理概论[M].上海:复旦大学出版社,2003,334-335.
[24]李平.知识经济时代的企业智力资本开发[J].中国人力资源开发,2005,6
[25]刘李豫.企业工作评价中的常见问题及其解决方法[J].中国人力资源开发,2005,6
[26]安鸿章.试论战略人力资源管理[J].中国人力资源开发,2005,3
[27]孙艳丽.美日两国人力资源管理模式比较分析[J]商场现代化,2005,11
[28]熊苹.谈现代企业人力资源管理外包[J].商业时代,2005.6
[29]牛鸿蕾.人性文化假设与转型期知识型企业人力资源管理模式[J].特色经济,2006,1
[30]文新跃.论心理契约与企业人力资源管理[J].企业活力,2006.1
[2]刘长未.企业信息化环境下的人力资源管理及其运作机制研究[D].重庆:重庆大学,2005.5.
[3]牛红.人力资源管理是现代企业管理的发展方向[J],内蒙古科技与经济,2001,(5):22-23.
[4] Geisler, Edwin B. Manpower Planning: An Emerging Staff Function[M],American Management Association, New York. 1967.
[5] Richard A. Wolfe. Organizational Innovation: Review, Critique and Suggested Research Directions. Journal of Management Studies. 1994,3(5): 405-431
[6]左仁淑,殷秀梅.试论人力资源管理理论发展的阶段性[J],管理科学.1999(3):19-22.
[7]赵曙明.人力资源管理理论研究现状分析[J],外国经济与管理,2005,27(1):16-17.
[8]加里·德斯勒著.人力资源管理[M],北京:中国人民大学出版社. 1999,10.
[9]李佑颐,赵曙明,刘洪.人力资源管理述评[J] ,南京大学学报,2001,(4):130-133.
[10]张海东.基于战略导向的人力资源管理体系研究[J],南京航空航天大学学报(社会科学版).2005,7(3):23.
[11]赵曙明.人力资源管理理论研究现状分析[J],外国经济与管理,2005,27(1):16-17.
[12]张明星,李永强.企业战略性人力资源管理模式探讨[J],经济论坛,2005,(2):67
[13]劳伦斯S克雷曼著,孙非等译.人力资源管理获取争优势的工具[M],北京:机械工业出版社.1999:56-57.
[14]郝长华,秦朝华.企业竞争战略与人力资源规划[J],安徽工业大学学报(社会科学版).2003,20(5)75-81
[15]林聪.基于战略层面的人力资源规划[J] ,龙岩学院学报,2005,23(4):65-66.
[16]戚振江.战略性人力资源管理研究进展[J],科学学研究,2004,22(5).
[17]罗党,刘思峰,党耀国.灰色模型GM(1,1)优化[J],中国工程科学,2003,5(8):50-53.
[18]迈克﹒波特等著,刘守英主编.45位战略家谈如何建立核心竞争力[M].中国发展出版社,2002,356.
[19]杜云月,蔡香梅.何为企业核心竞赛力[J].中华工商时报,2003,06,26。
[20]王玉珍.美日人力资源管理模式比较及启示[J].经济问题,2006,3.15.
[21]林泽炎.转型中国企业人力资源管理[M].北京:中国劳动社会保障出版社,2004,
[22]谢茂拾.论我国人力资源管理制度改革的目标问题[J].中国人力资源开发,2005,6.31.
[23]彭剑锋.人力资源管理概论[M].上海:复旦大学出版社,2003,334-335.
[24]李平.知识经济时代的企业智力资本开发[J].中国人力资源开发,2005,6
[25]刘李豫.企业工作评价中的常见问题及其解决方法[J].中国人力资源开发,2005,6
[26]安鸿章.试论战略人力资源管理[J].中国人力资源开发,2005,3
[27]孙艳丽.美日两国人力资源管理模式比较分析[J]商场现代化,2005,11
[28]熊苹.谈现代企业人力资源管理外包[J].商业时代,2005.6
[29]牛鸿蕾.人性文化假设与转型期知识型企业人力资源管理模式[J].特色经济,2006,1
[30]文新跃.论心理契约与企业人力资源管理[J].企业活力,2006.1