人力资源中英文文献Word文档格式.docx

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