经济 工商管理 外文翻译 外文文献 英文文献 现代企业人力资源管理.doc

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 traditional 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 and 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 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, then 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, market 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 knowledge. 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 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 knowledge, 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 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 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, cio, 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 space-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 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 and 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 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 administrators 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 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-culturally 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 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 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 other 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 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 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 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, enterprises 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 departments. 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 increase, 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 commission. 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 special 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 decision 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 which 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 management 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 obvious, 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, 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 enterprises 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 enterprises 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 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. the 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 strategic 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 chairman 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 activity 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. it 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, wage 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 development. 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 by 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 partner, 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 “language” to the business segments. human 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 brand-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. according 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, management 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 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 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.现代企业人力资源管理一、现代企业人力资源管理概况现代企业的人力资源管理大致可分为三个层次，及策略规划、制度规划和作业执行。这三个层次其实也代表了人力资源管理的不同发展阶段，可以体现出从传统的人事管理到现代人力资源管理的过渡。二十一世纪我们全面迎来了e时代。面对全新挑战，企业要获取竞争优势，人力资源开发与管理不可忽视。通过适应e时代剧烈的企业变化和动荡的新挑战，促进企业组织开发、流程重组和管理变革，发挥并提升人力资源的潜能，成为企业人力资源管理工作者当仁不让的职责。从近一个世纪企业经营的发展过程中，我们不难发现企业经营历经了从生产导向到市场导向的演进过程，目前正在进入人力资源导向时代。可以说，在e时代，人力资源导向将成为企业获取成功的基本导向。众所周知，生产导向的阶段维持了相当久，当时重视的是产品。福特汽车就曾是那个时代一个生动的典型：你们需要其他颜色的汽车吗？我们只生产黑色。市场导向是近十几年来的趋势，国内企业也相当重视。其特点是重视市场趋势、市场要求、以及顾客满意度；尤其，以产品或服务的品质、质量，作为顾客满意度的基础。只有提升产品与服务的质量与品质，才能享有市场占有率。而品质、质量的贡献者、达成者、实现者是谁呢？企业采用人力资源导向是由知识化、网络化及全球化的e时代根本特征和企业竞争格局所决定的。企业须以全新的视角来认识人力资源在企业发展中的作用。首先，知识化改变了衡量企业财富的标准和竞争规则。知识是企业的战略资产，企业是一种知识整合系统或是创造、传递和运用知识的组织。所以企业是否拥有创新知识，或异质性未编码知识，就成为连续推动企业提高生产率，提升并创造连续竞争优势的源泉。作为知识和技能“承载者”的人力资源，代表了企业所拥有的专门知识、技能和能力的总和，是企业创造独占性的异质知识和垄断技术优势的基础。虽然企业的科技和知识是无形的，但代表企业知识、技能和能力水平的人力资源却是真实存在，并能加以管理、培训和开发的。至此，企业的人力资源就成为决定企业市场价值的关键因素。如从一定程度上讲，microsoft的市场价值是超出ge的。知识经济时代，企业竞争方式发生根本性变革。e时代是知识经济的时代，企业的竞争将基于核心能力的竞争。根据麦肯锡（mckinsey）咨询公司的观点，所谓核心能力是指某一组织内部一系列互补的技能和知识的结合，它具有使一项或多项业务达到竞争领域一流水平的能力。企业核心能力的培育将基于知识管理。在国外出现一个类似ceo、cio职位的cko（chief knowledge officer）职位，中文应该称为首席知识官或知识总监，其责任是促进员工知识与技能水平的不断提升，确保组织在高科技时代的竞争力。其次，网络化的发展改变了传统的时空观念，创造了一个不受地理边界限制与束缚的全球工作环境和视野。因此，新技术的飞速发展，不仅提高了企业的经营生产效率，大大降低了交易费用，而且对企业管理方式产生巨大冲击。例如，计算机网络和技术的运用，客观上重新分配了企业的内部权力；通讯手段和网络技术的发展，使顾客和员工能在获得更多相关信息基础上，提高反应速度和灵活性，创造更多的机会。技术的发展将不断地重新定义工作时间和工作的方式。信息技术的飞速发展，使得企业越发认识到能够创造技术的人才的重要作用。越来越多的企业将会把人力资源管理工作提高到相当重要的程度。再次，全球化已彻底改变了竞争的边界，使企业面临前所未有的强度挑战。经济全球化与贸易自由化带动下的全球经济一体化，将使多国企业成为国际市场竞争中的重要力量。为在全球化背景下获取竞争优势，企业各部门的管理者和人力资源从业人士，必须以一种新的全球思维方式重新思考企业人力资源的角色与价值增值问题，建立新的模式和流程来培养全球性的灵敏嗅觉、核心能力。如许多跨国公司坚持的思维全球化，行动当地化原则就是全球化给企业带来的挑战。国际竞争的深化必然推动企业在全球内配置资源，更包括人力资源的全球配置。管理人力资源的难度、培训的难度、不同文化的冲突、跨文化管理，都将成为企业人力资源管理的重要问题。二、e时代：人力资源管理的深刻变化在知识化、网络化与全球化的e时代，新市场、新产品、新观念，也蕴含着对企业核心能力和经营方式的新思考。对于企业的人力资源管理，也会形成深刻的变化：面对e时代的知识经济社会，知识化要求知识与信息共享，网络化使组织结构扁平化成为可能。一方面，网络状分布的组织团队代替了固定的工作部门或职位，出现了跨职能、跨部门的团队。在企业内部，团队与团队之间是独立的，又是互补的，从而产生整体大于部分之和的综合效果。在这种情况下，团队是由成员依其专长（而非职务）和任务的需要而自主构成，团队的绩效可以由其任务的完成状况获得评价后得到相应的报酬。另一方面，网