人事決策與人力規(guī)則（Personneldecisionandmanpowerrule）

1、人事決策與人力規(guī)則(personnel decision and manpower rule)z/management is decision making" is a famous saying in modern management, and personnel management is no exception. as for the selection of individual persons, this famous saying applies.decision making is judgment, determination. it includes more

2、than two alternatives that can be considered or chosen. the decision maker is determined by one of the decision groups as one of its guidelines from the point of view of decision making, decision making is a coherent process, not an isolated and one-off behavior because of the problems in the manage

3、ment process, it is difficult to solve once and for all. subsequent decisions are influenced by prior decisions and developments over time. therefore, the decision-making is systematic and continuousa complete decision procedure is shown. the first phase of decision making is called the intelligence

4、 gathering phase, which is used to search the environment and discuss decision conditions. the second stage, that is, the stage of conceptual design, is used to create, develop, and analyze possible action plans. the third stage is the choice stage the second stage, that is, the stage of conceptual

5、design, is used to create, develop, and analyze possible action plans. the third stage, that is, the choice stage, is to choose a specific program from the second stages of the design. the fourth stage is the evaluation phase, which is to review the selected programmespersonnel policy is a concentra

6、ted expression of the basic concepts of organizstion and personnel management, and is the guiding ideology of all personnel management activities formulate personnel policy is affected and restricted by many factors, such as domestic politics, the relevant policies of the state law, this enterprise

7、technology which features and level, staff structure and overall quality characteristics, the leadership of the management concept, management foundation and the cultural traditions and history of the enterprise etcwhat kind of personnel policy should be adopted is a relatively difficult one to defi

8、ne with a fixed pattern. here is a brief description of the general situation.i. direct capability policy.direct capability policy is the most common kind of personnel policy in europe and america it is based on the following basic conditions:1, the conditions of the direct capacity personnel policy

9、(1) to reach the external labor market. whether a developed external labor market is the first condition for the implementation of the direct capability policy we use the magnitude of labor mobility as a measure of the degree of development of the external labour market because only under these cond

10、itions, enterprises and individuals can fully choose human rights and the right to choose jobsthe labor market is a competition place based on track and field, and both individuals choose jobs and organize people to use their abilities as the basis for judging.through fierce competition, talented pe

11、ople will come to the fore, so that it is easy to identify. but on the other hand, due to individual workers from to the community rather than a specific organization or individual workers depends on what he，s got treatment and development of the future, enterprises in accordance with the individual

12、 value to the organization and choice obviously, under such a condition, if the labor force which has been proved to be excellent can not be retained, there must be some problems in its personnel policy. therefore, in order to stabilize those outstanding labor force, personnel policies must be direc

13、ted to therecognize the valueof employees, and give appropriate treatment and development opportunities(2) labor contract form of employment in order to reflect the ability of direct personnel policy, ensure the mutual adaptation of people and work, and adjust in time does not adapt to the situation

14、, any contract requires both parties to terminate the contract provisions proposed right track retaining intention, the relationship between the two sides is suspended, but according to the procedures specified in the contract for(3) work centered and management oriented as the personnel change grea

15、tly, the work itself must be regarded as the basis of management this is work centered management. in accordance with the requirements of the job qualification, examination, evaluation of the requirements of the work of the standard, the wages of the work itself to develop the characteristics of the

16、 training plan is so formulated therefore, a systematic understanding of the work is requiredto do research on the job or position, should be studied in following aspects: 1 the nature of work: 2, job responsibilities and authority; 3, the connotation and extension; 4, work procedures and methods of

17、 work; 5, the implementation of standards: 6, work requirements for qualification; compensation characteristics the 7, 8; and work was transferred to the scope and promotion route etcthe above content should be confirmed by means of job analysis, job evaluation and job research2, direct capacity pol

18、icy implementation contro1. in order to embody the direct ability of personnel policy in management, we must grasp the adaptab訂ity of a control point therefore, in the implementation of specific control, we should pay attention to the following aspects:(1) when hiring or appointing persons,should be

19、 strictly examined according to the qualifications, and pay attention to the immediate use of personnel:(2) use the exam in ation as the means of inspection and obtain the information of the adaptation relation between people and work in time so as to adjust them;(3) strict distinction between diffe

20、rent training, avoid training investment can not recover in a timely manner;(4) to give competent people corresponding status and treatment to stabilize the core cadres;(5) standardize the system as the main means of management3, the pros and cons of the direct capability policy the biggest advantag

21、e of direct ability of personnel policy is to create a very uplifting psychological environment, play and conducive to the development of personal capacity on the one hand, on the other hand, is conducive to the organization in the development of technology, products and personnel adjustments howeve

22、r, there are many disadvantages in this policy:(1) due to the definite authority, restriction and institutionalization, procedural management, it is proper to limit the initiative of the most employees and not to do the work other than the required ones;(2) human indifference, poor group consciousne

23、ss, bad cooperation;(3) the mobility of personnel is too large and the management is difficult;(4) excessive emphasis on short-term benefits is detrimental to the development of the organization;(5) the number of supervisors is large and the management cost is high;(6) the cohesive force of the orga

24、nization is poor.4, the scope of the direct capability policy.(1) apply to the division of labor is fine, mainly to skilled labor based enterprise employees;(2) apply to salesmen;(3) apply to research and development personnel;(4) suitable for people who are easy to obtain in society;(5) apply to th

25、ose who can objectively evaluate and require short-term benefitstwo, indirect ability of personnel policythe personnel policy of indirect ability is a kind of personnel policy represented by japan this policy is not entirely dependent on the developed external labor market, but mainly depends on the

26、 internal labor market to adjust the coordination between people and things1. conditions of indirect capability personnel policy.(1) stable labor relations in order to implement the indirect capability personnel policy, the primary prerequisite is that employees and enterprises must have stable labo

27、r relations this is conducive to the continuous development of staff capacity. it is different from the direct, indirect theory and policy based on such a theory: a chinese herbal medicine, with the work in the enterprise in time, personal knowledge, skills and experience will be gained, the value o

28、f the enterprise will be more and more, so it can work according to the length of time to salary and promotion it is because of this management characteristic that the personnel policy is determined to be indirect indirect capacity policy is not an ability to fail, and those who have been initially

29、elected to the enterprise are required to take a more rigorous assessment than the direct capability policy. otherwise, it is difficult to guarantee stable labor relations(2) continuous development of human resources in order to change the staff，s ability to adapt to the material and technical base

30、of the enterprise, must have the plan, has the training and development of all employees it is precisely because of stable labor relations that enterprises do not suffer losses in investment, so training will run through the entire career of employees otherwise, the indirect ability of personnel pol

31、icy will lose its foundation and evolve into a policy that is not competent but qualified(3) cohesion of employees employees are organized into organizations with all kinds of needs and values, which can lead to the diversification of values and influence the implementation of personnel policies in

32、order to eliminate the unfavorable values of employees， values, a culture of unified values must be established this is corporate culture under the constant indoctrination of this culture, employees and enterprises form a common destiny group, which exerts great group efficiency.(4) the practice of

33、human centered management the focus of human centered management is not to see whether people meet the requirements of the job, but to see if each employee has given full play to his abilities this approach is quite different from the direct capacity policy because of the stability of personnel, it

34、is possible to make human centered management possible2, indirect ability, personnel policy implementation contro1.(1) continue to instill consciousness into groups and standardize employees;(2) when people hire, pay attention to their plasticity, development value, basic quality should be high, age

35、 should be light;(3) through continuous training and planned work rotation, to train staff，s comprehensive ability and help employees to choose the most suitable occupation;(4) set up a reward collective system, and change the competition between individuals for the competition between teams;(5) ful

36、ly concerned about the lives of employees, so that employees can work together with the enterprise;(6) to emphasize the consistency of behavior, not only the short-term performance;(7) to participate in management activities based on group work;(8) to link the interests of employees with the service

37、 life of the enterprise, and to enhance the stability(9) adopt the policy oftwo-way open policy", when the ability of a person is not enough to perform his work duties smoothly, the ability of a developer can be expanded and expanded when the ability of a person is higher than the requirements

38、of his work.3, the pros and cons of indirect capability personnel policy as mentioned earlier, the biggest advantage of this policy is to play group efficacy, employee knowledge and experience more comprehensive, reducing the staff too fast to transform management caused by the difficulty, and make

39、the management more humane but this personnel policy also has some obvious shortcomings:(1) because of excessive emphasis on group behavior, the creativity of the individual is suppressed;(2) what is the taste of some seniority systems, and it is difficult for talented people to stand out from the crowd:(3) job satisfaction is more obvious;(4) promotion is slow due to limited opportunities foradvancement;(5) labor cost is increasing year by year;4, the scope of application of indirect capability personnel policy.(1) skills and experience required to accumulate over a long period of ti