人力资源中英文文献Word文档格式.docx
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人力资源中英文文献Word文档格式.docx
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Introduction
Withtheadventofthe21stcentury,HumanResourceManagement,asarelativelynewmanagementsubject,isplayingamoreandmoreimportantroleintoday’sbusinessactivities.Thisreportmainlydiscusses3questionsabouttoday’shumanresourcemanagement.Thefirstsectiondiscussesthechangingfunctionofhumanresourcemanagementintermsof3aspectswhicharestaff-companyrelations,HRmodeldevelopmentandHRstrategies.ThesecondsectiondescribestheexploringstageofHRMinChina.Systembuilding,recruitmentandmotivationarethethreeaspectstosupporttheopinion.ThethirdsectiondiscussesthenewchallengesthatHRmanagersinChinamayface.Inthispart,challengesfromthechangingbusinessage,HRmanagers’abilitiestodealwithuncertaintyandambiguityandsolitarytocollectiveactivityarediscussed.
Question1
Humanresourcemanagement,asthequicklydevelopingsubject,withoutdoubt,haschangedalotinitsfunctioninmanyfields.ThissectionwillmainlydiscusstheHRM’schangeandexpansionintheaspectofstaff-companyrelations,HRmodeldevelopmentandHRstrategiesasthefollowing.
Intheaspectofthestaff-companyrelations,thechangingfunctionswillbediscussedfrom3aspectswhicharepowerfactors,employeesandmotivationalmethod.First,intermsofthepowerfactors,10yearsagotherelationshipbetweenemployeesandthecompanywasregardedas‘LaborandEnterprise’whilenowadaysmorecompaniesshowunderstandingandrespectforthehumanspirit.Forexample,GoogleChinaplacesapianointhehallofthecompanyandevensetakitchenandthewashingmachinefortheiremployees(JimWestcott,2005).Second,intermsoftheemployees,employeesareconsideredasthinkingandrationalbeingsaround10yearsago.Thereasonwhytheychosethiscompanywasthesatisfactorysalary.Buttoday,staffsareconsideredasfullyevolved,completelysatisfied,maturehumanbeings.Third,inthemotivationalmethodsaspect,thechangeisreallyhuge.Adecadeago,companiesoftendroveemployeesthroughbasicneedssuchasabigbonus.Whiletheroleseemstohighlightpeople’ssocialandintellectualneeds.
IntheaspectofHRmodeldevelopment,somehumanresourcemanagementfunctionshaveexpandedduringthepastdecade.OneofthenewproductsofhumanresourcemanagementistheHRoutsourcingwhichsupportthecoreHRactivitiesandbusinessprocessesassociatedwithHRadministration.OutsourcingHRfunctionsorprocessesisaviabledecisionforbusinesses,particularlythosewhoseinternalHRdepartmenthasreachedthelimitofitseffectiveness;
businessesthatwanttoaccessnewprogramsorservices(butdon'
twanttoincurtherequiredinvestment),orthosethatwanttofocusoncorecompetencies.TheadvantageofHRoutsourcingisobvious:
Obtainingaccessto(internally)unavailableexpertise,skills,technologies;
increasedflexibility;
reducingcosts/reduceinvestment.Thiswayhasachievedgreatsuccessinsomecountries,forexample,Canada.SpendingonHRoutsourcinginCanada,isforecasttoincreasebymorethan13%,onaverage,everyyearbetween2005and2009(JimWestcott,2005).
ThemajorityofHRstrategieshavebeendevelopedoverthelastdecade.TwentypercentofrespondentsindicatethatanHRstrategyhasbeeninplaceattheirinstitutionforlessthanthreeyears,60%reportthattheHRstrategywasdevelopedinthepastthreetosevenyearsand20%indicatethatthestrategyistenormoreyearsold.ThesedatareinforcethenotionthatHRmanagementhastakenonamuchmorestrategicrolewithinthepastdecade.TheHRstrategyinrecruitmentandretentioncanbediscussedinlong-termgoalsaswellasshorter-termoperationalprocedures.Intermsofrecruitmentandretentionsomeinstitutionsareprimarilyconcernedwithshort-termobjectives.Forexample,oneCanadianrespondentstatedthattheirHRstrategyinvolves‘anannualrecruitmentandretentionplanthatgovernsacademicstaffhiringandretentionforthefollowingacademicyear’(RonoldGEhrenbdeg,2005).Otherresponseshighlightlong-termobjectivesandbroaderissuesrelatingtostaffdevelopmentandperformanceaswellaspolicyandstrategicplanningforfutureinstitutionalgrowth.Forexample,oneAustralianinstitutionstatesthattheirHRstrategyisconcernedwith‘workforceplanning,ageprofiling,attractionandretentionissues,andreengineeringtherecruitmentprocess’.Thegeneralfocusofthisstrategyisonstrategicplanningforsuccessivegenerations.
Question2
WithChina'
senteringtheWTO,modernenterprisemanagementconcepthasbeengraduallyacceptedbyChineseenterprisesand,humanresourcesmanagementhasbeendevelopedandpromotedinthemajorityofenterprises.However,asamanagementskillthatgetsaccesstoChinalessthan30yearsandfacedwiththeculturalconflict,HRMinChinastillstaysintheexploringstage.
Intheaspectofsystembuilding,humanresourcesmanagementsysteminChinaisimperfectstill.AccordingtotherecentreportofHRinChina,lessthanfortypercentoftheenterpriseshaveestablishedthebusinessdevelopmentstrategycombiningwithhumanresourcesmanagementsystem.Furthermore,only%ofthemcanreallyimplementthisstrategy.Whatismore,employees’careerdevelopmentplanning,staffrepresentationsystem,andthestaffRationalizedsuggestionarethe3strategiesthatarenotcompletedenough.Only9%oftheresearchedenterprisesestablishandimplementtheemployees’careerdevelopmentplanning(ZhaoYin,2007).
Intermsoftherecruitment,theformsofrecruitmentinChineseenterprisesarenotdiversifiedenough.Althoughthemodernenterprisescanrecruitthroughmoreandmorechannelssuchasnetworks,anexecutivesearchfirm,jobfairs,campusrecruitment,advertisingmediaandsomanywaysthatcanprovidecompanieswithhumanresourcesinformation,themajorityofthecompaniesstillchooseformasjobfairs.However,accordingtothe‘2007HumanResourceReport’,thepercentageofthesurveyedcompanieswhichhavebeentriedtorecruitthroughnetworkwas35%,whichwas12%higherthanthatoftheyear2006.Secondly,thetechnologiesduringtherecruitmentthatthecompaniesusearestillinagrowingstage.Onlyhalfoftheenterprisesplantouseprofessionaltesttooltofindsuitablestaff.Wayslikeknowledgetest,psychologicaltestandpresentationareintroducedinChinarecentlyandarewelcomed.
ThemotivationinChinaisatadevelopingstage.MostChinesecompanieshavemotivationstrategies.Quiteafewofthemprefertochooseshort-termanddirectmotivatingstrategieslikepaying.Atpresent,Chinahas70%oftheenterprisesinaccordancewithdifferenttypesofpersonneltosetdifferentpayscales(ZhaoYin,2007).Payingisacommonkindofeconomicmotivation.Payingincentivesforexecutivesdirectlyshowintheirsteadygrowthofincome-wages,whichisveryintuitive.However,withtheraiseofexecutives’socialstatusandoverallability,materialandmoneyarenolongerthekeypointofmotivation.ResearchfromChinaDatabase,oneofthemostauthoritydatabases,showthat%ofthesurveyedenterprisesusevirtualequityofthecompanyasthelong-termmotivationmethodsand%ofthemusetheformofgivingshareoptionsasthelong-termmotivation,while%oftheenterpriseshavenotimplementedthelong-termmotivation.Asoneofthewaystomotivatestaff,long-termalsoincludescreatingaplatformforemployeeswhichmayattractemployeessincetheycanexerttheirabilitiesfully.
Question3
Asthefunctionsofhumanresourcehavechangedsincethe21stcentury,challengesarecomingtothehumanresourcemanagersinChina.ForChinaisstillintheexploringstagementionedinquestion2,thechallengesshouldbemorethanthoseindevelopedhumanresourcemanagementcountries.Intheinformationera,theeconomiceraandtheknowledge,thechallengesforChineseHRMmanagersaremainlyfromthesethreefields.
ThefirstchallengesforHRMisthechangingroleoforganizationsfromtheIndustrialAgetotheInformationAge.Workperformedinfactoriesbymachinesisbeingreplacedbyworkinofficesoratcomputerterminals.Andinsteadofworkingwiththings,peopleincreasinglyworkwithideasandconcepts.Informationandknowledgehavereplacedmanufacturingasthesourceofmostnewjobs.Thus,takingchargeofthousandsofworkersinafactoryisnotthetypicalfunctionsofmodernhumanresourcemanagers.Althoughthenumbersofemployeesmaydecrease,buttheextentofdifficultywillnotdecreasesinceemployeesaremoreknowledgeableandinformative.
Likethepopularsayingnowadays’Theonlythingthatdoesn’tchangeischange’,withthedevelopmentofthetechnologies,toolsthathumanbeingusespeedupthepaceofpeople’slife.Thusthesecondchallengewhichmayfacethehumanresourcemanageristheabilitiestodealwithuncertaintyandambiguity.Static,permanentorganizationsdesignedforastableandpredictableworldaregivingwaytoflexible,adaptiveorganizationsmoresuitedforanewworldofchangeandtransformation.Emphasisonpermanence,traditionandthepastisgivingwaytocreativityandinnovationinthesearchfornewsolutions,newprocesses,andnewproductsandservices.Maintainingthestatusislessimportantthanavisionofthefutureandtheorganization'
sdestiny.Weareusedtodealingwithcertaintyandpredictability.Weneedtobecomeaccustomedtodealingwithuncertaintyandambiguity.
ThenextchallengeswillbetheabilityofHRmanagerstoadaptfrommusculartomentalwork(Alexandria,1997).Repetitivephysicallaborthatdoesn'
taddvalueisincreasinglybeingreplacedbyment
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