论人力资源价值链中的价值构成（On the value structure of human resource value chain）

1、论人力资源价值链中的价值构成（On the value structure of human resource value chain）Abstract: human resource is the most important element in the success of an enterprise, and the core of human resource management is value chain management. The human resource value chain reveals the important characteristics of the

2、 modern human resource management system, and also constitutes the basic framework of the human resource management system. Through the analysis of the value structure in the human resource value chain, this paper further improves the value chain of human resources, and builds a solid foundation for

3、 further understanding of the value oriented human resource management system.Key words: human resource value chain, value evaluation, value distributionThe day before yesterday, I read the relevant articles on human resource value chain, which was well received. The human resource value chain revea

4、ls the important characteristics of the modern human resource management system, and also constitutes the basic framework of the human resource management system. Although these articles have discussed the human resource value chain from many angles, there is no such thing as an analysis of the valu

5、e structure in the human resource value chain. Friends and Thai consultants believe that the analysis of the value of the composition is in-depth understanding of the value of human resources management system based on the premise and foundation. If the system of human resource management is a tall

6、building, then the value of this building is the foundation, the foundation is not solid foundation or no high-rise buildings will become the castles in the air or crumbling ruins.There are two basic concepts in economics, one is shadow price and the other is market price. Shadow price reflects the

7、price of the optimal use of resources; the market price is a representative transaction price that is objectively formed in a certain period of the market. Here, we may as well borrow these two concepts, and divide the value into shadow value and market value. In the practice of human resource manag

8、ement, due to the impact of industry characteristics, development status, industry and other aspects of the contradiction between supply and demand, value evaluation and value distribution is not fully in accordance with the theory of value, the value that can not be simply equated with the shadow v

9、alue, as the market price and the shadow price in most cases is not the same as. The market value can be greater than, equal to or less than the value of the shadow, the shadow value. So what is the value of the human resource value chain that we are talking about, the shadow value or the market val

10、ue? Friends and consultants believe that the value of human resources value chain is based on the shadow value, and affected by the market value of the contradictory unity.Enterprise as a utilitarian organization, the source of its utility lies in the input of all employees of the enterprise, that i

11、s, the collection of work achievements of everyone in the enterprise. In the outside of the enterprise, all employees have valuable work, and show the benefits of the enterprise. In the enterprise, all the employees have valuable work performance for the efficiency of the enterprise. To further expa

12、nd, value creation, value evaluation and value distribution constitute the main system of modern human resource management. That is to say, it is the core and focal point of enterprise human resource management system to create value, evaluate the value scientifically and allocate the value of the c

13、losed loop. In this sense, peoples work value constitutes the core content of enterprise human resource management.Figure 1. Human resource value chain modelAccording to friends and friends, shadow value is made up of explicit value and implicit value. The dominant value is we can feel, for example,

14、 the increase in profit, increasing market share, per capita output increased; while the implicit value is determined by the employees position, historical merit, skill level, we can feel directly, only through the conversion of working attitude the intermediate variables, to become the enterprise w

15、ant to see the dominant value.Figure two value structure in human resource value chainI. Evaluation and distribution of hidden valuesThe evaluation of implicit value mainly includes job based value evaluation, skill based value evaluation and capability based value evaluation. The evaluation of impl

16、icit value aims to solve the problem of internal equity in distribution.1. Position based value evaluation and allocationThe establishment of any organization is bound to lead to a series of jobs that need to be undertaken by a particular individual. Therefore, the position constitutes the most basi

17、c unit in the organization. The human resource value chain position as value evaluation and value distribution of the benchmark, the core work is to position itself value and contribution to the organization of the evaluation, and then according to the evaluation results to determine ought to pay fo

18、r different jobs pay level is low.Figure three is based on job value evaluation and allocationBased on the evaluation and distribution of the position, we should pay attention to two questions: first, how to determine the value of the position; two, how to choose the right person to the right positi

19、on.The value of a position can be determined by job evaluation,There are usually four common methods for job evaluation, which are sorting method, classification method, factor point method and factor comparison method. Among them, ranking method and classification method are the most commonly used

20、qualitative position evaluation methods, and factor point method is the most commonly used quantitative job evaluation method, the factor comparison rule is not very common.Comparison of one of several main methods of job evaluationThe choice of the right person to the right position usually involve

21、s the evaluation of professional behavior ability. The evaluation of professional behavior ability refers to the evaluation of whether employees have the job behavior required by a certain position. The premise of the evaluation of occupational behavior ability is to make a horizontal and vertical d

22、ivision of all the positions in an enterprise, and then define the role orientation and value requirements of various positions, and then formulate the standard of competency for various positions. For example, there is provided a large enterprise, ability standard HR specialist for the survey: the

23、demand of human resources, collect and analyze relevant information, formulate personnel demand plan; the implementation of planning, can carry out recruitment activities, familiar with the relevant labor laws and regulations and personnel selection and interview process, and can deal with outstandi

24、ng the event in recruitment; candidates can handle diversion and resettlement work; can be engaged in the construction of recruitment management system. With this capacity standard, can use it to measure the candidates to be appointed or whether they have the corresponding duty behavior ability, who

25、 meet the standard, proved to have this job behavior ability, so it has the qualifications of the job; who do not meet this standard, then prove that it does not have this job behavior ability, therefore also does not have the qualifications of the job.2. Skill based value evaluation and allocationS

26、kill based value evaluation and distribution refers to the allocation and evaluation of the skills, abilities, and knowledge that a person has in his work and the depth and breadth of his knowledge. Here, the individuals ability to contribute to the organization is the dominant factor in salary deci

27、sions, and it focuses on the ability of employees to contribute to the organization.Figure four skill based value evaluationSkills can often be divided into depth skills and breadth skills. Depth skills are professional knowledge, skills, and experience accumulated in a technical or specialized fiel

28、d with a definite range of expertise. Breadth skills often require employees to use a variety of general skills required in their upstream, downstream, or peer positions while they are engaged in their work. According to the actual situation and development needs, enterprises can choose the depth sk

29、ills, value evaluation and distribution model or breadth skill value evaluation and distribution model, and also use the two.Figure five comprehensive application of depth and range skills3. Value evaluation and allocation based on capabilityCompetency based valuation and allocation is a popular app

30、roach in recent years, and it is actually an extension of skill based valuation and allocation. It mainly constructs the internal ability quality model of an enterprise and evaluates the personality of a person, so as to determine the basis for distribution. The trait evaluation refers to assessing

31、whether employees have the personality traits required by a job, or thematic features. For example, the development of requirement for a person with innovation, the pursuit of achievement, teamwork, good communication, learning and other aspects of personality traits; sales job requirements for a pe

32、rson with initiative and sensitivity, can grasp the business opportunities, to influence others, can withstand setbacks, not afraid of being rejected, good conversation and other personality traits. The different quality requirements mentioned above form different abilities and qualities models. On

33、this basis, the establishment of a corresponding evaluation system, to determine whether the employees have a job required personality traits.At present, the specific operation method of application of competency model to link value distribution is still in an immature stage, although many enterpris

34、es have the ability as an integral part of performance management, staffing and training system, but only a few enterprises in the formal way and ability to pay the decision to clear the hook.Two, the evaluation and distribution of dominant valueIf an enterprise wants to make the value chain of huma

35、n resources fully and effectively work, you need to have a set of effective performance appraisal and incentive mechanism, the dynamic mechanism of the whole value chain, the mechanism is designed to make the good practice of human resource management towards the end can improve organizational perfo

36、rmance in the direction of. The evaluation and distribution of explicit value is just to solve the problem of motivation. It is through the strategic targets of performance plan and performance plan to complete the evaluation, feedback, and ultimately linked to performance pay, constitute the whole

37、staff to create value (value) of the evaluation and distribution chain.Figure six example of performance plan evaluationThere are many dominant value evaluation methods, such as rating scale method, individual ranking method, paired comparison method, critical event record evaluation method, behavio

38、r anchor performance evaluation method, etc. Choose what evaluation method, according to the actual situation of the enterprise to determine. In the evaluation of dominant value process, special attention should be paid to the evaluation subject, evaluation cycle, evaluation method, evaluation conte

39、nt, evaluation process of choice must be careful, especially according to the results of evaluation and compensation must be cautious, otherwise it will backfire, brought many negative effects.Figure seven example of performance level and performance pay coefficientThree. Evaluation and distribution

40、 of market valueIn recent years, many international enterprises adopt the so-called new compensation strategy, this strategy first from the outside with the market, it does not attempt to create a comprehensive and fair results can be achieved between all positions within the organization, and is trying to be more broad field of job functions (finance, procurement, production department, marketing and to achieve fairness and human resources). At the same time, it does not try to compare the fairness of the cross functional positions or try to establish such fairness, b