The Development of Human Resource Management In China
迷人的风景
大学生恋爱观论文Introduction
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 today’s business activities. This report mainly discuss 3 questions about today’s human resource management. The first ction discuss the changing function of human resource management in terms of 3 aspects which are staff-company relations, HR model development and HR strategies. The cond ction describes the exploring stage of HRM in China. System building, recruitment and motivation are the three aspects to support the opinion. The third ction discuss 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 activity are discusd. 欧洲第二战场
Question 1
像我这样优秀的人
Human resource management, as the quickly developing subject, without doubt, has changed a lot in its function in many fields. This ction will mainly discuss the HRM’s change and expansion in the aspect of staff-company relations, HR model development and HR strategies as the following.
In the aspect of the staff-company relations, the changing functions will be discusd 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 ‘Labor and Enterpri’ 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 t a kitchen and the washing machine for their employees (Jim Westcott, 2005). Second, in terms of the employees, employees are considered as thinking and rational beings around 10 years ago. The reason why they cho 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 huge. A decade ago, companies often drove employees throu
狗肉的做法
gh basic needs such as a big bonus. While the role ems to highlight people’s 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 products of human resource management is the HR outsourcing which support the core HR activities and business process associated with HR administration. Outsourcing HR functions or process is a viable decision for business, particularly tho who internal HR department has reached the limit of its effectiveness; business that want to access new programs or rvices (but don't want to incur the required investment), or tho that want to focus on core competencies. The advantage of HR outsourcing is obvious: Obtaining access to (internally) unavailable experti, skills, technologies; incread 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 increa by more than 13%, on average, every year between 2005 and 2009 (Jim Westcott, 2005).
The majority of 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 ven years and 20% indicate that the strategy is ten or more years old. The 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 discusd in long-term goals as well as shorter-term operational procedures. In terms of recruitment and retention 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). Other respons 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 profiling, 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 enterpri management concept has been gradually accepted by Chine enterpris and, human resources management has been developed and promoted in the majority of enterpris. 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.
情绪健康
跆拳道红带In the aspect of system building, human resources management system in China is imperfect still. According to the recent report of HR in China, less than forty percent of the enterpris have established the business development strategy combining with human resources management system. Furthermore, only 12.9% of them can really implement this strategy. What is more, employees’ career development planning, staff reprentation system, and the staff Rationalized suggestion are the 3 strategies that are not completed enough. Only 9% of the rearched enterpris establish and implement the employees’ career development planning (Zhao Yin, 2007).
