The Development of Human Resource Management In China
Peter J.Dowling
闺蜜名字两人I NTRODUCTION
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.
扭力扳手怎么使用>湿疹是什么原因引起的Human resource management, as the quickly developing subject, without doubt, has changed a lot in its function
中国现代作家西洋参功效与作用in many fields. This ction will mainly discuss the HRM’s
月经期间同房会怀孕吗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 nowaday s 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 (Benson J, 1996). 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 through 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 ad
读书格言ministration. 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 (Bjorkman I Lu Y 1997).
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 responde
nt stated that their HR strategy involves ‘an annual recruitment and retention plan that governs academic staff hiring and retention for the following academic year’ (Boisot M, 1987). 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.
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.
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 syste
m. Furthermore, only 12.9% of them can r eally 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 (Borgonjon J Vanhonacker W R, 2005).
In terms of the recruitment, the forms of recruitment in Chine enterpris are not diversified enough. Although the modern enterpris can recruit through more and more
channels such as networks, an executive arch firm, job fairs, campus recruitment, advertising media and so many ways that can provide companies with human resources information, the majority of the companies still choo 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% higher than that of the year 2006. Secondly, the technologies during the recruitment that the companies u are still in a growing stage. Only half of the enterpris plan to u professional test tool to find suitable staff. Ways like knowledge test, psychological test and prentation are introduced in China recently and are welcomed.
坚持不懈意思The motivation in China is at a developing stage. Most Chine companies have motivation strategie
s. Quite a few of them prefer to choo short-term and direct motivating strategies like paying. At prent, China has 70% of the enterpris in accordance with different types of personnel to t different pay scales (Brislin J W, 2007). Paying is a common kind of economic motivation. Paying incentives for executives directly show in their steady
