To-discuss-the-problem-of-HRM-and-the-solution-of-Chinese-enterprises-in-the-harmonious-society探討HRM問題及和諧社會中中國企業(yè)的解決方案

word文檔可自由復制編輯TodiscusstheproblemofHRMandthesolutionofChineseenterprisesintheharmonioussocietyEnterpriseuniversitynetworkharmonioussocietyhumanresourcesHarmonioussocietyisthemainmelodyofChina'ssocialandeconomicdevelopment,buttheChineseenterprisehumanresourcesindustryin2006manybigevents,butlet'sseetheharmoniousidealvalueorientation,theChineseenterprises'humanresourcesmanagementpracticefacingthecontradictionandconflictisescalating.In2006,the"disharmony"oftheHRindustryinChinawasfullofsound:baidu's"lightning"layoffsmadepeoplefeeltheorganization'sruthlessness.Yangyuanqing'sannualsalaryisseenasanincreaseinincomedistribution.Thecontroversyoverthesuddendeathofhuaweiemployeehuxinyureflectsthecontradictionbetweenthehighperformancecultureoftheorganizationandthehealthofitsemployees.Thecrewoftheninecaptainsoftheeastairlinesteamjumpedship,signalingthefragilityoftheprofessionalethicsandintellectualpropertyprotectionsystemintheflowoftalent.ThedisputeoverKFC'slabordispatchandthecollectivestrikebyChineseemployeesofJapanesecompaniesrevealsthatdeepcollectivelaborconflictsareemerging...Theselandmarkevents,seemstobewarningus:intheidealpursuitofharmonioussociety,therealityofChineseenterprisehumanresourcesmanagementpracticeisfacingnewchallenges,hiddendeepercontradictionsandconflicts,ruthlessandsentientbeingscoexist,differencesandbalancedsymbiosis,harmonyandconflict.Weneedtousewisdomandoperationalsystemofhumanresourcessolutions,tokeepthetensionbetweentheseseeminglycontradictoryelements,seekthebalancebetween,tocorrectlyhandlethecontradictionsbetweenorganizationandemployeerelations,balancetheinterestsbetweenthetwo,realizesthepersonandtheorganizationcoordinatedgrowthandharmoniousdevelopment.First,theincomegapisbecomingmoreandmoredifferent,andtheadjustmentshouldbebasedonthedistributionbasisThereisnodoubtthattheincomegapenlargementleadstosocialgapbetweenrichandpoordisparity,deteriorationofinterpersonalrelationship,thesocialwealthdistribution,thusincreasingthesocialinstabilityanddisharmonyfactors.Butwemustclearlyrecognizethatharmonydoesnotnegatedifferences,"therearedifferencesinharmony"with"harmoniousdifferences"isthesocietyandthevitalityofenterprises.Inhumanresourcemanagement,itisimportanttoclarifytwokindsofknowledge:first,harmonyisnottonegatedifference,nottobeaverage,buttorecognizedifferences.Second,harmony,isnottodenytheinternalcompetitionfortalentistoadmitthatinternalcompetitionbasedonability,throughthecompetition,makethetalentscometothefore.Whethertheexpansionoftheincomedistributiongapintheenterprisewillundermineharmonyisnotthedifferenceitself,butthefairnessofthebasisofthedifference.Ifthedisparityinincomedistributionisbasedontheabilityofpeopleandthecontributionoftheorganization,thebasisforthisdifferenceisfairandreasonable.Notonlydoesitnotdestroyharmony,butitalsopromotesharmony.China'scurrentincomegapenlargementishiddendeepsocialcontradictionsandconflicts,andrunscountertotheidealpursuitoftheharmony,producedmainlyliesinthebasisoftheincomegapisnotequal.First,theincomegaparisesfromthebenefitsofamonopolyonresourcesandoperations.China'scurrentincomedistributionisunfair,mainlyreflectedinthelargeincomegapintheindustry,andtherootcauseoftheexcessiveincomegapintheindustryisthatmanyindustriesaremonopolisticindustries.Second,theincomegapisgeneratedbytherent-seeking;Again,thegapinincomeisbornoutofinstitutionalflaws;Fourth,incomeinequalitycomesfromunequalaccesstoincome.Chinesewealthisconcentratedinthehandsofafewpeople,therootcauseisthatmanypeopleisnotthewealthcomesfromitsownabilityandcontribution,butfromthepowerrent-seeking,derivedfromthe"diamond"loopholeinstitutionaldefectsofcorruptionandspeculativerichrich.Thisunequalaccesstoincomeleadstoarapidincreaseintheunfairnessofincomedisparities.Toslowasaresultoftheincomegapistoolargeand,therefore,isnotharmonious,thekeyisnottodenytheincomedistributiongap,andtoreduceoreventoeliminatetheincomegapistheinequalityoffactors,theincomegapforeffectiveregulationandcontrol,makethedifferenceandharmonyinacontrollablestate.Fromamacropointofview,ontheonehand,tobreakthemonopolyandcurepowerrent-seekingandcorruption,improvethesystemofsocialsystem,andreducethesystemdefect,providefairdevelopmentopportunities;Ontheotherhand,thesocialincomegapshouldbeadjustedthroughtheredistributionofnationalincome.Fromthemicrocosmicpointofview,humanresourceistobuildperformancebyability,byeating,ratherthanbythemechanismofpoliticalskillstoeat,bythevalueoftheobjectiveandfairevaluationsystem,acknowledgedifferencesinpersonalcontributiontotheorganization,andgiventhecorrespondingreturns,makeagapisfairerandmorereasonable,avoidduetothelackofthebasis,valueevaluationandvalueallocationprocessandincreaseemployees'senseofinjustice,psychologicalimbalancesandthedeteriorationofinterpersonalrelationship.Second,theincreasingnumberofcorporatelay-offsismoreandmorereasonableShouldcompaniescutjobs?Theanswerisyes.Layoffsarearationalwithdrawaloftalent,oneofthemeasuresthattheorganizationtakestokeepgrowinganddeveloping.Thekey,therefore,isnottocutjobs,buttolayoffworkersandmanagethemeffectively.Isthescientificpracticeoflayoffs,layoffsandtalentoutasnormalmanagementofenterprisehumanresourcesmanagementfunction,establishtalentswithdrawalmechanismandmanagementsystem,makeprovidehumannaturetotheprocessoflayoffs.Cutsitselfisrigid,andtheobjectoflayoffsisathinking,havethefeelingsofpeople,ifinthecourseoftheoperationofthelayoffsaretoorigid,willinevitablyleadtolayoffscontradictoryintensifies,theenterprisereputationisaffected,employeesloseconfidence,soastogreatlyincreasetheenterprisecost.Humanizationandrationalizationofdownsizingisasignthatthemeasureofredundancymanagementlevel,andthelevelofstaffmanagementistomeasurethesignofenterprisehumanresourcesmanagementlevel.The"blitz"oflayoffsreflectstheimmaturityofthecorporatemanagementsystem.Infact,thewaylenovoandbaiducutstaffistooblunt,andthewaytheydoitishardtoaccept.Animportantpartofthejobcutsforbusinessesistoreduceemployeementalimbalancesandreducethecostoflayoffs.Andtodothis,wemustmakeandsystemaccordingtoenterprisestrategictransformationoftheplannedlayoffs,layoffsprogrammed,standardizedandinstitutionalized,withflexibilityandtheimplementationofhumanizedwaytoensuregoodresultsoflayoffs.Atthesametime,companiesandemployeesshouldadjusttheirmindset.Ontheonehand,enterprisesshouldchangepointofview,thejobcuts,asanimportantpartofhumanresourcemanagementfromastrategicandmanagementleveltoviewlayoffs,toactivelymakescientificandrationalplanningandmanagementoflayoffs,andfromthelevelofcorporatecultureonemployeesideologicalguidance,makeitsjobcutsintheface;Ontheotherhand,employeesshouldbeproactiveandthinkoflayoffsasthebeginningofanewjobopportunity,asastartingpointforcreatingmorevalue.Onlythetwosidescantaketheinitiativeinthefaceoflayoffstoavoidthemanyproblemsthatliebehindthecuts.Thejobcutsshouldgouptothestrategicandmanageriallevel,andthetalentexitmechanismshouldbeaccelerated.Thewithdrawalmechanismoftalentsisthesourceofthevitalityoftheenterprise.Weusedhumanresourcemanagement,neglecttheconstructionofthetalentswithdrawalmechanism,tendtofocusonlyontheacquisition,useanddevelopmentofhumanresources,formedastrangephenomenon:talentisintonotout.Theresultisa"stagflation"oftalentinChinesecompanies.Thescientifictalentexitmechanismcanmakejobcutsmoreselectiveandmoreflexible.Internaltalententrepreneurship,earlyretirement,skillstraining,changingjobs,andvoluntaryredundancyplanarealleffectiveadditionstothemanagementofjobcuts.Intheconditionsallow,theenterprisecanusetheabovemechanismtocompletelyreplacethelayoffs,bothtoreducethenumberoflayoffs"pain",andcanensuretheemployee'scareerdevelopment.Third,thecorepersonnelflowismoreandmorefrequent,thecontrolflowrate,theflowrateisthekeylinkThefrequentflowofcoretalenthascausedgreatharmtomanyenterprises.Thedangerliesinfourareas:first,thecoretalenttakesawaytheknowledgeandthecustomer;Second,thelossoftalentleavescompanieswithajobvacuum.Third,companiesneedtopayforthecostofreplacementandthecostofintroduction;Fourth,thebraindraindestroystheorganization'sharmonyandweakenstheloyaltyoftheorganizationanditsemployees.Infact,thecoretalentfrequentflowanddrivingforceofthejob-hoppingismainlyfromthreeaspects:oneisabstemioustalentflowcanbringpeople'sownvalue-added;Thesecondisthatthehigher-endknowledgeworkersarenolongersimplythejob-seekingjobs,buttheabilitytopursuelifetimeemployment.Third,thereisaseriousshortageoftalentedpeopleandmanagerialtalents,andtheshortageofdemandfortalentsintheenterprisehasincreasedthechoicespaceforthetoptalent.Therefore,theflowoftalentsisinevitable,andthekeyistoregulateandcontroltheflowrateandflowrateofthetalentedperson.Enterprisekeytopreventemployeesfromcollectivejob-hoppingandfrequentjob-hopping,doesnotlieinhowtopreventthetalentflowandjob-hopping,ratherthanonthemechanismandsystemconstruction,keepthecoreoftheenterpriseneedtalent,atthesametimeincreasethecostoftalentflow.Tothisend,enterprisesshoulddothefollowingfiveaspects:First,payattentiontotheroleofemployers'associationsandthemaintenanceofemployers'rightsandinterests.Owners'equitycapitalmaintenanceenterpriseinChinaisanewproblem,ontheonehand,theunionhasyettoplaytotheroleoftheapplication,notreallybethevoiceofemployees;China,ontheotherhand,thereisnorealsenseoftheemployers'association,allkindsofindustryassociationandQiXiedidn'treallyonbehalfoftheemployer,makestheemployerisstrongintheindividual,isweakinthegroup.Moreemphasisonvulnerablegroupsatthesametime,laborlaw,inreality,notonlyhastheproblemofvulnerablegroupsrightsprotected,atthesametimethereisalsoacapitalowners'equityisinsidercontrol,invadedbyhumancapitalproblem,howtopreventtheexploitationofhumancapitalmonetarycapitalisanewtopic.Onlybybalancingthetwoforcescanweresolveconflictsandconflicts.Second,weshouldacceleratetheconstructionoftheenterpriseknowledgemanagementsystem.WhatismissingfromChinesecompaniesistalentandknowledge,andthelackofknowledgemanagementsystems.Theknowledgeoftheindividualintheorganizationdoesnottranslateintothecompany'spublicknowledge.Enterprisedevotiontoretaintalentatall,butignoredthewisdomofhowtoretaintalent,retaintalent,retaintalentthroughtheestablishmentofaknowledgemanagementsystemofknowledge,toretaintalent.Third,strengthenenterprises'laborcontractmanagementrestraints,suchasenterprisesshouldattachimportancetothetradebancontracttosignandperform.Fourth,strengthentheestablishmentofintellectualpropertyprotectionawarenessandintellectualpropertyprotectionsystem.Fifth,theincentivefortalentistoshiftfromshort-termincentivestolong-termincentivesfortalent,suchasstockoptions,deferredpaymentsforbonuses,benefitsandsoon.Onlytheshort-termincentiveisdifficulttoretainthecorepersonnel,toestablishacomprehensivecompensationsystemtopreventtheflowofcoretalents,increasethecostoftalentflow,suchasbyincreasingmobilityofpsychologicalcost,economiccost,inhibittheflowbehavior.4,labordisputesareescalating.ConflictmanagementshouldstartfromtherootIntheChineseenterprise'sstrategictransformationandorganizationalchangeandlabordisputeandconflicthasbecomeincreasinglyfrequent,increasinglyfierceinnerconflict,isbecomingapreludetosocialconflict.A"hegemon"typeoflaborcontract,almostentirelyintheinterestofthecompany;Mineaccidentsarefrequent,andmineownersseekprofitsattheexpenseoftheminers.Wagesofmigrantworkers;Thesafeguardofpersonalsafety(physicalpunishment,assaultandinfringementofthepersonalrightsofemployees);Thedisputeoflaborcontract(notsignlaborcontract,thecontractisnotlegallybecomeamereformality,cancelthecontractwithoutsufficientcauseorreason,collectivelaborcontract,failstoperformthecontract),andsooncaseworkersbasicrightsarenotguaranteed.Whatisthesourceoftheincreasingtensionbetweenlabordisputesandconflicts?Somanyscholarsthink,Therootofthisistheimbalanceofindustrialpower.InmanyindustriesinChina,thelaborforceisheavilysaturatedandthecapitalisweak.Infact,themainrootcauseisnotlaborpowerimbalances,andthereasonliesinthefollowingaspects:first,thelackoftrulyrepresenttheinterestsoflaborandcapital,disorderlymakebothsidesofLabourandcapitalgame.Second,thepoliticalsystemisnotperfectbreedspowercorruption,whilethepowercorruptioninthemanagementoflaborpowercontrol,thepowertocontroltheessenceofthemanagementoftheworkerswillleadtoauniversalcombatpsychological,maketheseriousoppositionbetweenlaborandcapital.Third,thecontradictionsanddissonanceintheperceptionofearningsexpectations(thereasonableexpectationsofhumancapitalandmonetarycapitalgains).Whenspecificrevenuesofwholeenterprise,oncetheenterprisesfromallwalksoflifearenotabletoaccuratelypredicttheirsharetoshare,theexpectedfromallwalksoflifewon'ttrymybesttostriveforacommongoaloftheenterprise.Asthelevelofdissatisfactionincreases,itisdifficulttoformacommunityofinterests.Fourth,therelevantlawsandthesystemconstructionisnotperfect,thejudicialworkdoesnotreachthedesignatedposition,togivebothsidesofLabourandcapitaltocreatea"laws,by"legalenvironment.Therefore,topreventlaborbothsidesoftheconflictandevolutionofsocialconflict,andthusdoesnotaffecttheharmonyofsocietyasawhole,fromtheperspectiveofhumanresourcemanagement,focusonthefollowingthreeaspects:first,tostrengthenandimprovetheemployerorganizationandtradeunionorganization'sstatusandrole,desalinationindustryassociationsandtradeunionsrankingofcolor;Second,weneedtodeepeninstitutionalreformandcurbthecorruptionofpower.Thirdly,thevalueevaluationandsharingmechanismoftherelevantstakeholdersshouldbeestablishedandeffectivemanagementoftheearningsexpectationsofenterprisesofalllevels.Five,theworkplacestressandthejobburnoutareathand,thestaffmentalhealthshouldbetakenseriouslyThevalueorientationofenterpriseharmonyistopursuethementalhealthofthestaff,releasethepsychologicalpressureoftheemployee,andcontinuouslyinspiretheworkpassionofthestaff.Alongwiththeincreasinglyfiercemarketcompetition,Chineseenterprisesarefacingthementalhealthproblemisincreasinglyoutstandingemployees,mainlyfromtwoaspects:ontheonehand,moreandmoreheavyworkpressureisnotreleaseorrelieveeffectively,makeemployeesemotionaltension,highworkefficiency.Theperformanceofhighperformancestressleadstoendlesshoursofovertime,health,andevendeath.Competitionforthejobleadstotensionandhostilitybetweenpeoplewithintheorganization.Ontheotherhand,burnoutleadsemployeestobeconfusedaboutthefuture,withlessenthusiasmforworkandasignificantreductioninperformance.Performance:(1)theentrepreneur'sgoalisnothigh.Careerfatiguecanalsobefoundinmanyentrepreneurs.Manyenterprisesafterreachingacertainsize,entrepreneurIdon'twanttocontinuetodobig,nottospendenergytoreproduceandtechnicaltalentdevelopment,butabusyrealestate,frystock,forspeculation.Suchbusinessesareboundtodolittle,andasemployeesofthecompany,thereisnohopeoffurtherdevelopment.(2)thejuniorstaffhavenovigorandlackofenthusiasmforwork.Manycompanieswhileatthestageofrapiddevelopment,butalotofgrassrootsemployeesasalwaysinrepeatedlyengagedinaparticularjob,fullofboredom,forworktoworkperfunctory,statusquo,notaggressive.Therefore,howtoalleviatethepressureoftheemployeeswork,effectivelyeliminatethejobburnout,toactivatetheorganizationofhumanresources,stablestaff,improvetheworkperformanceisofgreatimportance.First,weshouldattachimportancetothestaffworkingpressure,andcarriesontheeffectiveStressManagement,theenterpriseinternalimplementtheOccupationalStressManagementplan(OccupationalStressManagementProgram),including:(1)scientificallyevaluateenterprisepressurestate,formulatethecorrespondingStressManagementmeasures;(2)toimportpressuremanagementtraining,tohelpemployeesestablishreasonablebeliefsandtoguideemployeestoformhealthybehaviorsandlifestyles;(3)tocarryoutstresscounselingandhelpemployeestorelieveandrelievepressure.Second,Shouldattachgreatimportancetothejobburnoutofenterprisefacingthecrisis,theadjustmentandmanagementofjobburnouteffectively,activatetheenthusiasmoftheemployees,including:(1)theinnovationenterprisevisionandgoals;(2)topromotethestate,aspirationsandaspirationsofthemembersoftheorganization;(3)torealizethetransformationoftheleadershipstyle,tomakeeffectiveauthorizationtotheemployees,toenhancetheenthusiasmandachievementoftheemployees'autonomouswork;(4)strengtheninternalcommunicationandcommunication,establishaSharedknowledgeandinformationexchangeplatform,andestablishgoodinterpersonalrelationsamongemployees,andeliminatetheinterpersonaldiaphragm;(5)toestablishajust,fairandopenmechanismofhumanresources,eliminateunfairduetoworkloadorrewardemployees,performanceevaluationandpromotionofunfairbroughtaboutbythepsychologicalimbalance;(6)coachingstaffhaveacorrectunderstandingofselfandchangeselfmoreclearunderstandingofhisability,goodatusingtheopportunity,eliminateemployeesduetotheunreasonableexpectationsofjobburnout.Six,theemployeeisnotconsistentwiththeorganizationexpectation,theemployeeexpectationandtheexpectedconflictshouldbemanagedThehardestthingentrepreneurscancontrolistheirowndesires.Themoreleaderstheentrepreneur,themoreprimitivetheurge.Thisdesireoftenleadsmanyentrepreneurstodevelopblindlyandeventuallytothetrapof"diversity".Thehardestthingformanagerstodoismanagetheirexpectationsandexpectations.Theexpectationandexpectationmanagementoftheemployeeishowtobalancetheexpectationsandexpectationsoftheemployeeandorganizationsothatemployeesandorganizationscangrowandgrowinsyncwiththeorganization.Contradictionsandconflictsbetweentheorganizationandemployeestemsmainlyfromthetwosidesontheexpectationsandtargetofthecontradictionsandconflicts,thiscontradictionismainlymanifestedinsixaspects:first,theorganizationgoalexpectationandpersonalgoalexpectationimbalance;Second,theroleoftheorganizationbasedonthedivisionoflaborisexpectedtoconflictwiththeroleoftheemployee;Thirdly,theresponsibilityoftheorganizationexpectstodeviatefromtheemployee'sresponsibility;Fourth,theorganization'sabilitytoexpectemployeesisnotmatchedtothelevelofcompetence.Fifth,theorganizationhasagapintheperformanceexpectationsandtheactualcontributionofemployees.Six,theorganization'sbehaviorexpectationsareatoddswiththebehaviorofemployees.Itisbecauseoftheabovesixaspectsofcontradiction,ledtotheorganizationandemployeestocontradictioninearningsexpectations,sothattheorganizationandemployeeisdifficulttoformacommunityofinterestsinthetruesense.Itisonlywhentheorganizationandthestaffestablishreasonableexpectationsofthebenefitsthattheorganizationcangrowandgrowwiththepeople.Therefore,expectationsofstaffandmanageexpectations,mainlyfocusonthreeaspects:first,throughtheestablishmentoforganizationperformancemanagementtargetlayersoftransmissionsystem,maketheindividualgoalsareconsistentwithorganizationalgoals;Second,setupbasedonthecompetenciesofhumanresourcemanagementsystem,throughtheestablishmentofthecoreofquality,professionalqualityofemployees,keypositions,teamstructure,model,andrealizetheorganization'scorecompetenciesandcoreexpertiseandskillofefficientallocationofemployees;Third,basedonthevalueofthestakeholderspaydistributionsystem,aclearearningsestimates,atalllevelsintheenterpriseinternalformacommunityofinterestsandthebusinesscommunity,drivenorganizationsatalllevelswithintheemployeesbasedoncommoninterestsandgoals,solidarity,cooperation,shangdirealizethecoordinateddevelopmentofstaffandorganizationofrealsignificance.Windows:Harmonydoesnotnegatethedifference,"thedifferencebetweenharmony"and"harmoniousdifference"isthevitalityofsocietyandenterprise.Whethertheexpansionoftheincomedistributiongapintheenterprisewilldestroyharmony,thekeyisnotthegapitself,butthefairnessofthebasisofthedifference.Layoffsarearationalwithdrawaloftalent,oneofthemeasuresthattheorganizationtakestokeepgrowinganddeveloping.Thekey,therefore,isnottocutjobs,buttolayoffworkersandmanagethemeffectively.Theflowoftalentisinevitable,thekeyistoregulateandcontroltheflowrateandflowrateoftheflowofpeople.Thekeytopreventingjob-hoppingandjob-hoppingamongemployees,Talentisnothowtostoptheflowandjump,butonthemechanismandsystemconstruction,keepthecoreoftheenterpriseneedtalent,atthesametimeincreasethecostoftalentflow.Themostessentialreasonfortheincreasingintensityoflabordisputesandconflictsisthelackofrealrepresentationoftheinterestsbetweenthecollectiveandtheworkers.Relatedeventplayback:OnJuly10,2006,baidutookletindustryoutcry"lightning"layoffs--fourhours,inadditiontothedirectorofoperations,enterprisesoftwaredivision(ES)departmentof30employeeswerelaidoffandclean.Whentheemployeeshavenotyetresponded,theyhavebeentoldthatthecompany'semailaccountwillbecancelledandthattheywillhavetoleavethecompanybeforethenextshift.Later,somemediaandpersonalblogsdescribedthelayoffsas"inhuman"and"blitzkrieg".Whilebaiduhastakenadditionalcompensationmeasurestogiveawayemployeesamonthlysalary,ithasnotbeenconfirmedbytheoutsideworld."Yangyuanqing'sannualsalary"Accordingtolenovoinlatemay,2006,2005resultsreleasedmorethanlenovodirectorforsignificantincreasesintheperiod,includingthechairmanYangyuanqingpayhk$4.24millionfrom2004to2005,to2005-06,21.75millionHongKongdollars,increase4times.Asthenewsspread,Yangyuanqingandlenovoexecutives'salariessoaredtotheattentionoftheindustry."Suddendeathofhuaweiemployeehuxinyu"InMay2006,huxinyu,a25-year-oldengineerathuaweiinshenzhen,diedofviralencephalitis.Beforehospitalization,huxinyuf