經(jīng)濟(jì) 工商管理 外文翻譯 外文文獻(xiàn) 英文文獻(xiàn) 現(xiàn)代企業(yè)人力資源管理.doc

modern human resources management1. the general situation of human resource managementmodern human resources management of enterprise roughly can divide into three levels, tactics plan, and carry out plan. three levels represent human resources management advance, can embody the transition from traditional personnel management to modern human resources management. we will welcome e era in the 21st century. in the face of the brand-new challenge, enterprises to obtain the competition advantage, human resources development and management cant be ignored. through adapt to e era violent change and new challenge can promote enterprises organization system development, procedure recombination and management transformation. to promote latent energy of human resources become enterprise human resources management departments chief duty.among the course of enterprise management developing, it is not difficult to find that enterprise management have gone through production period and market period ,then enter the human resources leading period. we can say, at e era human resources will become direction of enterprises management. as we know, production period have kept quite a long stage, then we paid attention to products. ford motor was a vivid case of that period: do you need the automobile which other colors? we only produce the black. market leading is the trend of recent ten years domestic enterprises also pay attention to it. its character is to pay attention to market trend, market require, and customer satisfaction. products quality and service are the foundation of customer satisfaction. product quality and service promoted, enterprise could keep the occupation rate of market. enterprise will adopt human resources to e era main characters globalization, world net and knowledge. enterprises must know the function of human resources in the development.first of all, knowledge and technology have changed the measure of enterprises wealth and competition rule. knowledge is strategic assets of enterprise, enterprise is the organization which can combine, create, transmit and use knowledge. so whether enterprises have innovative knowledge, or heterogeneity technology be not coded, will promote enterprises to boost productivity in succession, promote and create the advantage in competition. as knowledge and technologys medium (human resources) on behalf of special knowledge, technology and ability. though science and technology and knowledge of enterprise invisible, knowledge, technology and abilitys medium (human resources) is realistic, and can manage, train and develop. so, human resources of enterprises become the key factor of enterprises market value. for instance speaking, the market value of microsoft goes beyond ge.in era of knowledge-driven economy, the fundamental change takes place in enterprises competition. e-era is knowledge-driven economy era, the competition based on key ability of enterprise. according to mckinsey advisory companys view so-called key ability mean organizations a series of complementary technical ability and knowledge, it have made one or many aspects of business reach competition field first-class level. the cultivation of enterprises key ability will be based on information management. as to abroad position ceo, cio, cko (chief knowledge officer), chinese should be called chief knowledge officer or knowledge inspector. the responsibility is to promote staff knowledge and technical ability constantly, to guarantee organizations competitiveness at high level.secondly, networked development change traditional space-time conception, create one no demarcation and global working environment and vision. so, the development at full speed of the new technology, not only improved production efficiency, reduced the trade expenses greatly, but also made an impact to enterprises management. for example, application of computer and network technology, redistribute the power of enterprises. the development of communication means and network technology enable customer and staff getting more relevant information, improving reaction speed and flexibility. the development of technology will redefine working time and working model constantly. the development of information technology, make enterprises realize the important function of technology creator. more and more enterprises will improve the human resources management to quite important extent.moreover, globalization has already changed the border of the competition. enterprises will face unprecedented challenge. global economy integration under trade liberalization will make multinational enterprises become important strength in international market competition. to obtain competition advantage under globalization background, enterprises administrators and human resources department must take human resources to program. they will set up new mode and procedure, train global sensitive sense and key ability. a lot of trans-corporation adhere “thinking globalization, take action locality” principle. it is the challenge that globalization bring to enterprises. the promotion of international competition must promote enterprises to dispose resources in the whole world, including human resources disposition in world wide. management including problems as follows: the difficulty training, conflict of different culture and managing cross-culturally will become important problems of enterprises human resources management.2. e era: deep change of human resources managemente era, knowledge and technology, network and globalization are the main character. new market, new product and new concept contain new thinking of enterprises key ability and management style. human resources management in enterprise will take deep change:in the face of knowledge economy society, it demanding knowledge and information shared. network make institutional framework do away with hierarchical system. on one hand, network tissue group replace regular working office or position. inside enterprises, the group and the other group are independent and complementary, the comprehensive result of the sum greater than the part wholly. in this case, group depends on members ability (not post) and tusk. performance of group is the standard to get reward. on the other hand, network made middle management information sharing loser. so, high positions reducing in the enterprise, it made the traditional promotion way reduce. in adapt to the development of enterprise human resources system. the work is not a position but a task and the task changing constantly.in future, the steady, machinery, repeated work will be replaced by the machine. there only left mental work, creative work. the “knowledge worker” will utilize his knowledge and innovation ability, offer products and additional value of service. people no longer regard pursuing the senior managerial position as the main goal of job development. what they need are bigger autonomy and working elasticity, in order to give play to their higher production capacity. thus, as the administrator, must be good at communicating and building the relaxed working atmosphere. with engineering level developing constantly, staff will be more and more important among enterprise. to meet staff working and life requests become e era one key goal of human resources management. the staff need get the fair and reasonable pay, get development self chance and condition. he need job security. in other words, enterprises will realize what the staff need is not work, but the vocation.as to above-mentioned changes, organization system redesigned should on background of human resources management of e era. e era, organization system will change produce, market, sale and research, development and financial departments. but implement a hierarchical system and network framework. in traditional pyramid institutional framework, it was ordering and control that emphasized, emphasis describing the staffs task clearly, so the expectation to the staff of the organization is clear. to promote staff vertical means increase, improvement and high remuneration of status and responsibility. all information of human resources management concentrated on the supreme administration and supervision authorities. by contrast, in flat institutional framework, emphasize the mandate of the staff, and make up work group on commission. the organization encourages the staff to expand ones own working content, improve the staffs common ability and flexibility. train system and remuneration system support the promotion of competence. in networked organization, company will make up various kinds of work groups according to special ability to finish the specific task. the work group usually includes expert. in networked organization, emphasize the management of staff participation, construct the border of organization again. over the past 5-10 years, industrial economy era occupy specializing in ordering with control decision and resource allocation to arrange status concentrate on management that make way for flexible organization system already. ges ceo jack welch said, “guarantee and organize successful, the key is to let suitable persons to solve the most important business question. whether he enterprises which grade and which position in organization.” it is the vivid portrayal of this mechanism. in practice, the most important thing is to let the staff step functional departments and work together, and guarantee they have the power of decision and information needed. look from trend, human resources management emphasize staff individual and work groups responsibility. achievement of work group become the core, to encourage staff individual will become history.as the wide application of internet technology, the competition and development will under the background “e-business” times. it is obvious, management reconstruction and procedure recombination will become important means to break traditional rule and to obtain new competitive power. the rule of industrial economy cant adapt to the growth and development of e-era. human resource department is layman or servant of technology no longer, information technology will be got application in human resources management widely. the manpower resources management of enterprises will set up on enterprises network framework, and break through the limitation of the enterprise border. research, exchange and communication inside and outside enterprises will be swifter. in human resources, employees relation, job vacancy, expert searches, employees training and support, and study remote will use internet effectively.internet technology can help enterprises organize and realize fictitiously management. internet technology will help enterprises to set up the administrative system of knowledge, set up studying type organization, help enterprises to win competitiveness of long-term development. one organization must have ability on “how to study”, study ability will become competition advantage than rival.3. e era: existence of the human resources manager in e era competitive environment changing fast, it makes the managers face the change of human resources management field, play a role in transformation. more and more enterprises realize that set up competition advantage, the key is to make human resources management effective. the administrator on the senior level of enterprises places much hope on this. enterprises human resources manager would meet the challenge of e era. first of all, enterprises human resources administrators duty will be liberated from homework, administrative affairs gradually, will engage in strategic human resources management more. so, enterprise manpower resources by the original non-mainstream functional department gradually become administrative department and strategic partner of business management. among the 1994, american human resources management association meeting, council chairman gale parker point out, “enterprise rebuild, structure recombination, scale simply require human resources managers to become ceos strategic partners, help to plan, implement the organization transformation. the human resources managers participate in enterprises plan to organize the operational activity more and more. they lead enterprises improvement, set up competition advantage, propagate function technology and act as the role propagator and promoter, and will responsible for staffs performance and productivity etc. many foreign enterprises human resources directed by a vice president. it can improve human resources strategic value. as we know that traditional human resources management of enterprise can roughly be divided into two respects, one from homework, another strategic. so-called homework project mean attendance, personnel file administration, performance check and rate, wage and welfare administration and general affairs. and strategic project include manpower resources formulation, execution of policy, help on the middle and senior level selection of executive, education, training, career of staff plan, organization development plan and retain staff for business development. some non-central, traditional personnel management would be put out. it can promote competitiveness, because of the added value of homework is very low, and human resources manager divert his attention and be deviated from the important strategic affairs. staff affairs should be managed by other “affairs department”. so, enterprises human resources manager will be from that kind of administration of the past gradually. role of general affairs and welfare committee would be changed. and become learning type organization, training pusher, senior advisor agent, strategic business partner, administrations expert and improvement advocator. secondly, manpower resources manager need to possess the corresponding global human resources management skill, he can understand and grasp the suitable professional knowledge. he required speak the same “l(fā)anguage” to the business segments. human resources administration is very important in the chain of enterprises day by day. it includes not only outside customer but also departments of enterprise. human resource department should move towards “the service center” from the status “power center”. human resources manager must possess a brand-new mode of thinking. and know customers need and how to offer these services.finally, human resources manager should locate a new role. michigan university reich professor said, as helper of enterprise to get competitiveness, human resources management should pay attention to output of work. according to strategic policy, administrations efficiency, the staffs contribution and changing, these four kinds outputs of human resources management, reich sum up 4 basic roles of human resources management. they are strategic human resources, mechanism structure, of staff management contribution, management transition and change.in order to realize the above-mentioned roles, enterprises human resources manager need master four major key technical skills.first, they should master the business procedure. human resources employee becomes a part of core managing and management. they participate in the basic operational activity, have strategic business directions. second, they grasp the manpower resources.it means that human resources management should guarantee basic managements and coordinate each other, and should bear the responsibility the executive function.third, personal reputationit means that human resources employee should possess good interpersonal influence, conquest ability and innovation ability.fourth, grasp transformationit requires human resources manager to understand how to lead enterprises improvement and recombination.現(xiàn)代企業(yè)人力資源管理一、現(xiàn)代企業(yè)人力資源管理概況現(xiàn)代企業(yè)的人力資源管理大致可分為三個(gè)層次，及策略規(guī)劃、制度規(guī)劃和作業(yè)執(zhí)行。這三個(gè)層次其實(shí)也代表了人力資源管理的不同發(fā)展階段，可以體現(xiàn)出從傳統(tǒng)的人事管理到現(xiàn)代人力資源管理的過(guò)渡。二十一世紀(jì)我們?nèi)嬗瓉?lái)了e時(shí)代。面對(duì)全新挑戰(zhàn)，企業(yè)要獲取競(jìng)爭(zhēng)優(yōu)勢(shì)，人力資源開(kāi)發(fā)與管理不可忽視。通過(guò)適應(yīng)e時(shí)代劇烈的企業(yè)變化和動(dòng)蕩的新挑戰(zhàn)，促進(jìn)企業(yè)組織開(kāi)發(fā)、流程重組和管理變革，發(fā)揮并提升人力資源的潛能，成為企業(yè)人力資源管理工作者當(dāng)仁不讓的職責(zé)。從近一個(gè)世紀(jì)企業(yè)經(jīng)營(yíng)的發(fā)展過(guò)程中，我們不難發(fā)現(xiàn)企業(yè)經(jīng)營(yíng)歷經(jīng)了從生產(chǎn)導(dǎo)向到市場(chǎng)導(dǎo)向的演進(jìn)過(guò)程，目前正在進(jìn)入人力資源導(dǎo)向時(shí)代?？梢哉f(shuō)，在e時(shí)代，人力資源導(dǎo)向?qū)⒊蔀槠髽I(yè)獲取成功的基本導(dǎo)向。眾所周知，生產(chǎn)導(dǎo)向的階段維持了相當(dāng)久，當(dāng)時(shí)重視的是產(chǎn)品。福特汽車就曾是那個(gè)時(shí)代一個(gè)生動(dòng)的典型：你們需要其他顏色的汽車嗎？我們只生產(chǎn)黑色。市場(chǎng)導(dǎo)向是近十幾年來(lái)的趨勢(shì)，國(guó)內(nèi)企業(yè)也相當(dāng)重視。其特點(diǎn)是重視市場(chǎng)趨勢(shì)、市場(chǎng)要求、以及顧客滿意度；尤其，以產(chǎn)品或服務(wù)的品質(zhì)、質(zhì)量，作為顧客滿意度的基礎(chǔ)。只有提升產(chǎn)品與服務(wù)的質(zhì)量與品質(zhì)，才能享有市場(chǎng)占有率。而品質(zhì)、質(zhì)量的貢獻(xiàn)者、達(dá)成者、實(shí)現(xiàn)者是誰(shuí)呢？企業(yè)采用人力資源導(dǎo)向是由知識(shí)化、網(wǎng)絡(luò)化及全球化的e時(shí)代根本特征和企業(yè)競(jìng)爭(zhēng)格局所決定的。企業(yè)須以全新的視角來(lái)認(rèn)識(shí)人力資源在企業(yè)發(fā)展中的作用。首先，知識(shí)化改變了衡量企業(yè)財(cái)富的標(biāo)準(zhǔn)和競(jìng)爭(zhēng)規(guī)則。知識(shí)是企業(yè)的戰(zhàn)略資產(chǎn)，企業(yè)是一種知識(shí)整合系統(tǒng)或是創(chuàng)造、傳遞和運(yùn)用知識(shí)的組織。所以企業(yè)是否擁有創(chuàng)新知識(shí)，或異質(zhì)性未編碼知識(shí)，就成為連續(xù)推動(dòng)企業(yè)提高生產(chǎn)率，提升并創(chuàng)造連續(xù)競(jìng)爭(zhēng)優(yōu)勢(shì)的源泉。作為知識(shí)和技能“承載者”的人力資源，代表了企業(yè)所擁有的專門知識(shí)、技能和能力的總和，是企業(yè)創(chuàng)造獨(dú)占性的異質(zhì)知識(shí)和壟斷技術(shù)優(yōu)勢(shì)的基礎(chǔ)。雖然企業(yè)的科技和知識(shí)是無(wú)形的，但代表企業(yè)知識(shí)、技能和能力水平的人力資源卻是真實(shí)存在，并能加以管理、培訓(xùn)和開(kāi)發(fā)的。至此，企業(yè)的人力資源就成為決定企業(yè)市場(chǎng)價(jià)值的關(guān)鍵因素。如從一定程度上講，microsoft的市場(chǎng)價(jià)值是超出ge的。知識(shí)經(jīng)濟(jì)時(shí)代，企業(yè)競(jìng)爭(zhēng)方式發(fā)生根本性變革。e時(shí)代是知識(shí)經(jīng)濟(jì)的時(shí)代，企業(yè)的競(jìng)爭(zhēng)將基于核心能力的競(jìng)爭(zhēng)。根據(jù)麥肯錫（mckinsey）咨詢公司的觀點(diǎn)，所謂核心能力是指某一組織內(nèi)部一系列互補(bǔ)的技能和知識(shí)的結(jié)合，它具有使一項(xiàng)或多項(xiàng)業(yè)務(wù)達(dá)到競(jìng)爭(zhēng)領(lǐng)域一流水平的能力。企業(yè)核心能力的培育將基于知識(shí)管理。在國(guó)外出現(xiàn)一個(gè)類似ceo、cio職位的cko（chief knowledge officer）職位，中文應(yīng)該稱為首席知識(shí)官或知識(shí)總監(jiān)，其責(zé)任是促進(jìn)員工知識(shí)與技能水平的不斷提升，確保組織在高科技時(shí)代的競(jìng)爭(zhēng)力。其次，網(wǎng)絡(luò)化的發(fā)展改變了傳統(tǒng)的時(shí)空觀念，創(chuàng)造了一個(gè)不受地理邊界限制與束縛的全球工作環(huán)境和視野。因此，新技術(shù)的飛速發(fā)展，不僅提高了企業(yè)的經(jīng)營(yíng)生產(chǎn)效率，大大降低了交易費(fèi)用，而且對(duì)企業(yè)管理方式產(chǎn)生巨大沖擊。例如，計(jì)算機(jī)網(wǎng)絡(luò)和技術(shù)的運(yùn)用，客觀上重新分配了企業(yè)的內(nèi)部權(quán)力；通訊手段和網(wǎng)絡(luò)技術(shù)的發(fā)展，使顧客和員工能在獲得更多相關(guān)信息基礎(chǔ)上，提高反應(yīng)速度和靈活性，創(chuàng)造更多的機(jī)會(huì)。技術(shù)的發(fā)展將不斷地重新定義工作時(shí)間和工作的方式。信息技術(shù)的飛速發(fā)展，使得企業(yè)越發(fā)認(rèn)識(shí)到能夠創(chuàng)造技術(shù)的人才的重要作用。越來(lái)越多的企業(yè)將會(huì)把人力資源管理工作提高到相當(dāng)重要的程度。再次，全球化已徹底改變了競(jìng)爭(zhēng)的邊界，使企業(yè)面臨前所未有的強(qiáng)度挑戰(zhàn)。經(jīng)濟(jì)全球化與貿(mào)易自由化帶動(dòng)下的全球經(jīng)濟(jì)一體化，將使多國(guó)企業(yè)成為國(guó)際市場(chǎng)競(jìng)爭(zhēng)中的重要力量。為在全球化背景下獲取競(jìng)爭(zhēng)優(yōu)勢(shì)，企業(yè)各部門的管理者和人力資源從業(yè)人士，必須以一種新的全球思維方式重新思考企業(yè)人力資源的角色與價(jià)值增值問(wèn)題，建立新的模式和流程來(lái)培養(yǎng)全球性的靈敏嗅覺(jué)、核心能力。如許多跨國(guó)公司堅(jiān)持的思維全球化，行動(dòng)當(dāng)?shù)鼗瓌t就是全球化給企業(yè)帶來(lái)的挑戰(zhàn)。國(guó)際競(jìng)爭(zhēng)的深化必然推動(dòng)企業(yè)在全球內(nèi)配置資源，更包括人力資源的全球配置。管理人力資源的難度、培訓(xùn)的難度、不同文化的沖突、跨文化管理，都將成為企業(yè)人力資源管理的重要問(wèn)題。二、e時(shí)代：人力資源管理的深刻變化在知識(shí)化、網(wǎng)絡(luò)化與全球化的e時(shí)代，新市場(chǎng)、新產(chǎn)品、新觀念，也蘊(yùn)含著對(duì)企業(yè)核心能力和經(jīng)營(yíng)方式的新思考。對(duì)于企業(yè)的人力資源管理，也會(huì)形成深刻的變化：面對(duì)e時(shí)代的知識(shí)經(jīng)濟(jì)社會(huì)，知識(shí)化要求知識(shí)與信息共享，網(wǎng)絡(luò)化使組織結(jié)構(gòu)扁平化成為可能。一方面，網(wǎng)絡(luò)狀分布的組織團(tuán)隊(duì)代替了固定的工作部門或職位，出現(xiàn)了跨職能、跨部門的團(tuán)隊(duì)。在企業(yè)內(nèi)部，團(tuán)隊(duì)與團(tuán)隊(duì)之間是獨(dú)立的，又是互補(bǔ)的，從而產(chǎn)生整體大于部分之和的綜合效果。在這種情況下，團(tuán)隊(duì)是由成員依其專長(zhǎng)（而非職務(wù)）和任務(wù)的需要而自主構(gòu)成，團(tuán)隊(duì)的績(jī)效可以由其任務(wù)的完成狀況獲得評(píng)價(jià)后得到相應(yīng)的報(bào)酬。另一方面，網(wǎng)