人力資源中英文文獻

1、精選優(yōu)質(zhì)文檔-傾情為你奉上The Development of Human Resource Management In ChinaIntroduction With the advent of the 21st century, Human Resource Management, as a relatively new management subject, is playing a more and more important role in todays business activities. This report mainly discusses 3 questions abo

2、ut todays human resource management. The first section discusses the changing function of human resource management in terms of 3 aspects which are staff-company relations, HR model development and HR strategies. The second section describes the exploring stage of HRM in China. System building, recr

3、uitment and motivation are the three aspects to support the opinion. The third section discusses the new challenges that HR managers in China may face. In this part, challenges from the changing business age, HR managers abilities to deal with uncertainty and ambiguity and solitary to collective act

4、ivity are discussed. Question 1 Human resource management, as the quickly developing subject, without doubt, has changed a lot in its function in many fields. This section will mainly discuss the HRMs change and expansion in the aspect of staff-company relations, HR model development and HR strategi

5、es as the following. In the aspect of the staff-company relations, the changing functions will be discussed from 3 aspects which are power factors, employees and motivational method. First, in terms of the power factors, 10 years ago the relationship between employees and the company was regarded as

6、 Labor and Enterprise while nowadays more companies show understanding and respect for the human spirit. For example, Google China places a piano in the hall of the company and even set a kitchen and the washing machine for their employees (Jim Westcott, 2005). Second, in terms of the employees, emp

7、loyees are considered as thinking and rational beings around 10 years ago. The reason why they chose this company was the satisfactory salary. But today, staffs are considered as fully evolved, completely satisfied, mature human beings. Third, in the motivational methods aspect, the change is really

8、 huge. A decade ago, companies often drove employees through basic needs such as a big bonus. While the role seems to highlight peoples social and intellectual needs. In the aspect of HR model development, some human resource management functions have expanded during the past decade. One of the new

9、products of human resource management is the HR outsourcing which support the core HR activities and business processes associated with HR administration. Outsourcing HR functions or processes is a viable decision for businesses, particularly those whose internal HR department has reached the limit

10、of its effectiveness; businesses that want to access new programs or services (but don't want to incur the required investment), or those that want to focus on core competencies. The advantage of HR outsourcing is obvious: Obtaining access to (internally) unavailable expertise, skills, technolog

11、ies; increased flexibility; reducing costs/reduce investment. This way has achieved great success in some countries, for example, Canada. Spending on HR outsourcing in Canada, is forecast to increase by more than 13%, on average, every year between 2005 and 2009 (Jim Westcott, 2005). The majority of

12、 HR strategies have been developed over the last decade. Twenty per cent of respondents indicate that an HR strategy has been in place at their institution for less than three years, 60% report that the HR strategy was developed in the past three to seven years and 20% indicate that the strategy is

13、ten or more years old. These data reinforce the notion that HR management has taken on a much more strategic role within the past decade. The HR strategy in recruitment and retention can be discussed in long-term goals as well as shorter-term operational procedures. In terms of recruitment and reten

14、tion some institutions are primarily concerned with short-term objectives. For example, one Canadian respondent stated that their HR strategy involves an annual recruitment and retention plan that governs academic staff hiring and retention for the following academic year (Ronold G Ehrenbdeg, 2005).

15、 Other responses highlight long-term objectives and broader issues relating to staff development and performance as well as policy and strategic planning for future institutional growth. For example, one Australian institution states that their HR strategy is concerned with workforce planning, age p

16、rofiling, attraction and retention issues, and reengineering the recruitment process. The general focus of this strategy is on strategic planning for successive generations. Question 2 With China's entering the WTO, modern enterprise management concept has been gradually accepted by Chinese ente

17、rprises and, human resources management has been developed and promoted in the majority of enterprises. However, as a management skill that gets access to China less than 30 years and faced with the cultural conflict, HRM in China still stays in the exploring stage. In the aspect of system building,

18、 human resources management system in China is imperfect still. According to the recent report of HR in China, less than forty percent of the enterprises have established the business development strategy combining with human resources management system. Furthermore, only 12.9% of them can really im

19、plement this strategy. What is more, employees career development planning, staff representation system, and the staff Rationalized suggestion are the 3 strategies that are not completed enough. Only 9% of the researched enterprises establish and implement the employees career development planning (

20、Zhao Yin, 2007). In terms of the recruitment, the forms of recruitment in Chinese enterprises are not diversified enough. Although the modern enterprises can recruit through more and more channels such as networks, an executive search firm, job fairs, campus recruitment, advertising media and so man

21、y ways that can provide companies with human resources information, the majority of the companies still choose form as job fairs. However, according to the 2007 Human Resource Report, the percentage of the surveyed companies which have been tried to recruit through network was 35%, which was 12% hig

22、her than that of the year 2006. Secondly, the technologies during the recruitment that the companies use are still in a growing stage. Only half of the enterprises plan to use professional test tool to find suitable staff. Ways like knowledge test, psychological test and presentation are introduced

23、in China recently and are welcomed. The motivation in China is at a developing stage. Most Chinese companies have motivation strategies. Quite a few of them prefer to choose short-term and direct motivating strategies like paying. At present, China has 70% of the enterprises in accordance with diffe

24、rent types of personnel to set different pay scales (Zhao Yin, 2007). Paying is a common kind of economic motivation. Paying incentives for executives directly show in their steady growth of income - wages, which is very intuitive. However, with the raise of executives social status and overall abil

25、ity, material and money are no longer the key point of motivation. Research from China Database, one of the most authority databases, show that 19.6% of the surveyed enterprises use virtual equity of the company as the long-term motivation methods and 18.9% of them use the form of giving share optio

26、ns as the long-term motivation, while 78.2% of the enterprises have not implemented the long-term motivation. As one of the ways to motivate staff, long-term also includes creating a platform for employees which may attract employees since they can exert their abilities fully. Question 3 As the func

27、tions of human resource have changed since the 21st century, challenges are coming to the human resource managers in China. For China is still in the exploring stage mentioned in question 2, the challenges should be more than those in developed human resource management countries. In the information

28、 era, the economic era and the knowledge, the challenges for Chinese HRM managers are mainly from these three fields. The first challenges for HRM is the changing role of organizations from the Industrial Age to the Information Age. Work performed in factories by machines is being replaced by work i

29、n offices or at computer terminals. And instead of working with things, people increasingly work with ideas and concepts. Information and knowledge have replaced manufacturing as the source of most new jobs. Thus, taking charge of thousands of workers in a factory is not the typical functions of mod

30、ern human resource managers. Although the numbers of employees may decrease, but the extent of difficulty will not decrease since employees are more knowledgeable and informative. Like the popular saying nowadays The only thing that doesnt change is change, with the development of the technologies,

31、tools that human being use speed up the pace of peoples life. Thus the second challenge which may face the human resource manager is the abilities to deal with uncertainty and ambiguity. Static, permanent organizations designed for a stable and predictable world are giving way to flexible, adaptive

32、organizations more suited for a new world of change and transformation. Emphasis on permanence, tradition and the past is giving way to creativity and innovation in the search for new solutions, new processes, and new products and services. Maintaining the status is less important than a vision of t

33、he future and the organization's destiny. We are used to dealing with certainty and predictability. We need to become accustomed to dealing with uncertainty and ambiguity. The next challenges will be the ability of HR managers to adapt from muscular to mental work (Alexandria, 1997). Repetitive

34、physical labor that doesn't add value is increasingly being replaced by mental creativity. Routine and monotony are giving way to innovation and a break with tradition. In the past, people were considered to be merely workers, an old concept that associated people with things. Now people are con

35、sidered purveyors of activities and knowledge whose most important contributions are their intelligence and individual talents. We are used to dealing with physical, repetitive manual labor; we need to become accustomed to dealing with mental, creative, and innovative work. What is more, another pro

36、blem that may challenge HR managers in China is to organize employee to finish projects from solitary to collective activity (FangCai, 2005). With the rising difficulty of complex and technology, it is almost impossible for only one person to finish a project. Thus teamwork is supplanting individual

37、 activity. The old emphasis on individual efficiency (on which the total efficiency of the organization depended) is being replaced by group synergy. It's a matter of multiplying efforts, rather than simply adding them. We are used to individualized, isolated work; we need to change to high-perf

38、ormance teamwork. Thus the function of human resource managers is to offer the company the suitable person and coordinate the relationship among the team, especially in China, a country that highlights relationship and harmony very much. Conclusion This article first analyses the changed functions o

39、f human resource management nowadays. In terms of the staff-company relations, a trend of closer and humane relationship between staff and companies emerges. The model of HR outsourcing is showing its strong competitiveness and may become one of the main way that HR management to use. Secondly, this

40、 article states that China today still stays in the exploring stage of human resource management. The uncompleted HRM system building, the single form of recruitment, the growing interview technologies and the lack of long- term motivation in Chinese enterprises, all these facts shows that China has

41、 a long way to go in the development of HRM. Thirdly, Challenges for HRM managers in China are tough and numerous. Changes from the Industrial Age to the Information Age, stability to change, muscular to mental work lead the challenges for Chinese HRM managers. To sum up, it is a long way to go for

42、the development of human resource management in China.人力資源管理在中國的發(fā)展導言 隨著二十一世紀的到來，人力資源管理作為一個相對較新的管理問題，扮演了一個越來越重要的作用在當今的商業(yè)中。本報告主要討論了關(guān)于人力資源管理問題的三個部分。第一部分討論的三個方面是工作人員和公司的關(guān)系，人力資源模式，發(fā)展戰(zhàn)略和人力資源管理轉(zhuǎn)變職能。第二部分描述了中國人力資源管理探索階段。制度建設，招聘和動機三個方面的觀點。第三部分討論中國人力資源可能面臨的新的挑戰(zhàn)。在這一部分將進行了討論，由于商業(yè)時代的不斷變化，人力資源將接受處理不確定性和模糊性等的挑戰(zhàn)。 問題

43、1 人力資源管理，作為迅速發(fā)展的主題毫無疑問，它的功能在許多領(lǐng)域改變了很多。本節(jié)將主要討論人力資源管理的變化和工作人員與公司關(guān)系擴大方面人力資源模型的發(fā)展和人力資源戰(zhàn)略方面，如下： 在工作人員與公司關(guān)系方面，轉(zhuǎn)變職能將從三個方面討論即權(quán)力的因素，員工因素和激勵方法進行討論。首先 ，權(quán)力的因素，10年前雇員與公司的關(guān)系而言，被視為勞動與企業(yè)，而現(xiàn)在越來越多的企業(yè)表現(xiàn)出人類精神的理解和尊重。例如，谷歌在中國的分公司在公司大廳放置了一架鋼琴 ，而且還設置一個廚房和洗衣機為他們的雇員（吉姆韋斯科特，2005年）。第二，在員工方面，10年前員工被視為是理性思考和解決問題的人。他們之所以選擇這個公司是因為

44、公司為他們提供了滿意的薪水。但今天，員工被視為是要求擁有充分的發(fā)展空間，全方位的滿意不單單是薪水且成熟的人。第三，在激勵方法方面，真正的變化是巨大的。 十年前，公司經(jīng)常將員工的基本需要作為給員工的獎賞。 這種方法似乎突出了人們社會和智力的需求。 在人力資源管理模式的方面，在過去的10年一些人力資源管理職能被擴大了 。其中作為人力資源管理的新產(chǎn)品之一是人力資源外包，它支持了核心人力資源活動和業(yè)務流程在人力資源管理中。外包人力資源的職能或業(yè)務流程的決策為企業(yè)，特別是其部人事部門已經(jīng)起到了極其不錯的效力;企業(yè)想要獲得新的項目或服務（但不希望承擔所需的投資），或者那些希望專注于核心競爭力的企業(yè)。 他們

45、在人力資源外包上獲得的好處是顯而易見的：獲取訪問（國）用專業(yè)知識，技能，技術(shù)，增加靈活性，降低了成本/降低投資。這種方法已在一些國家取得了巨大成功，例如，加拿大在人力資源外包開支上平均每年將增加13以上在2005年至2009年之間。（吉姆韋斯科特，2005年）。 大多數(shù)人力資源戰(zhàn)略已發(fā)展了近10年，百分之二十的受訪者指出人力資源策略在他們的企業(yè)中實施時間不足三年間，百分之六十的報告指出人力資源開發(fā)戰(zhàn)略一直在發(fā)展在過去的3至7年間并且20的報告表明這一戰(zhàn)略是10歲以上。 這些數(shù)據(jù)加強了人力資源管理在過去十年更戰(zhàn)略性作用的概念。人力資源戰(zhàn)略討論了人員征聘和保留的長期目標和短期的運作程序。一些機構(gòu)主

46、要關(guān)注人員征聘和保留的短期目標。 例如，一個加拿大的受訪者說 ，他們的人力資源戰(zhàn)略涉及'一個年度招聘和挽留計劃即執(zhí)政學術(shù)人員招聘和留用下一學術(shù)年'（Ronold G Ehrenbdeg, 2005）。其它的反應突出的長遠目標和更廣泛的問題是關(guān)與工作人員的發(fā)展以及政策和戰(zhàn)略對未來體制和業(yè)績發(fā)展的規(guī)劃 。 例如，一個澳大利亞的機構(gòu)指出 ，他們的人力資源戰(zhàn)略是關(guān)于人力規(guī)劃，年齡分析，吸引和保留，并在招聘過程再制定。這一戰(zhàn)略的重點是連續(xù)幾代的戰(zhàn)略規(guī)劃。 問題2 隨著中國加入世貿(mào)組織，現(xiàn)代企業(yè)管理理念已逐漸接受了中國企業(yè)，人力資源管理已經(jīng)得到了發(fā)展和推廣在大多數(shù)企業(yè)中。然而，作為一種管理

47、技能進入管理經(jīng)驗不足30年的中國勢必會面臨與文化沖突，在中國人力資源管理仍然停留在探索階段。 在制度建設方面，中國的人力資源管理制度是不完善的。根據(jù)中國最近人力資源的報告不足百分之四十的企業(yè)建立了企業(yè)發(fā)展戰(zhàn)略與人力資源管理相結(jié)合的制度。此外，只有12.9的人能真正實施這一戰(zhàn)略。更有甚者，員工的職業(yè)發(fā)展規(guī)劃，工作人員代表制，工作人員的合理化建議三個戰(zhàn)略都沒有完成。只有9的企業(yè)建立且落實了員工的職業(yè)發(fā)展規(guī)劃（，2007年）。 在聘用條件，在我國企業(yè)招聘的形式和層次不夠豐富不夠。 雖然現(xiàn)代企業(yè)可以通過諸如網(wǎng)絡，獵頭公司，招聘會，校園招聘，廣告媒體等多種方式來進行招聘 ，而且可以提供企業(yè)人力資源信息的渠道越來越多，大多數(shù)的公司的人仍然選擇形式招聘會。然而，根據(jù)2007年的人力資源報告，調(diào)查出已嘗試通過網(wǎng)絡招聘公司的比例為35，這比2006年的比例高了12以上。其次，公司使用的招聘技術(shù)仍然處于發(fā)展階段。只有一半的企業(yè)計劃使用專業(yè)的測試工具來找到合適的工作人員。例如知識測試，心理測試和演示的方式等引進到中國并且受到熱烈歡迎。 中國企業(yè)的激勵機制還處于發(fā)展階段。大多數(shù)中國公司都有激勵策略。只有少數(shù)企業(yè)愿意選擇短期和直接的激勵策略等。目前，中國有百分之七十的員工與不同種族的人進行相同的工作卻得到不同等級的薪水（，2007年）。支付是一種最普通的激勵方式。支付管理人員獎勵直接顯示在他