国有企业人力资源管理的出路The way out of human resource management in state owned enterprises.docx
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国有企业人力资源管理的出路Thewayoutofhumanresourcemanagementinstateownedenterprises
国有企业人力资源管理的出路(Thewayoutofhumanresourcemanagementinstateownedenterprises)
Thestate-ownedenterpriseisanimportantpillarofthenationaleconomy,itisalsoamajorsourceofnationalincome,inthereformprocessChinese20years,manychangesofstate-ownedenterprises,enterprisebenefitsandstrengthareimprovedtoacertainextent.However,duetothelong-termroleofinstitutionalconstraints,thehumanresourcesmanagementofstate-ownedenterpriseshasnotdevelopedaccordingly,thuslimitingthedevelopmentofenterprisesatthenextstage.Inthesituationofeconomicglobalization,theentryofalargenumberofforeign-fundedenterprises,whilepromotingthedevelopmentofChina'senterprises,butalsoexacerbatedthecompetitioninthehumanresourcesmarket.Therefore,itisurgenttoexplorethecorrespondingstrategyofhumanresourcemanagementinstate-ownedenterprisesintheprocessoffurtherdeepeningofthereform.
I.Thecurrentstateofthedevelopmentofstate-ownedenterprises
Intheseyearsofreform,thenumberofstate-ownedenterpriseshasbeendecreasing,from23.8in1998to15in2003.Accordingtotheprocessofreform,state-ownedenterprisesaredecreasingatanannualrateof4000to5000.Intheprocess,althoughthenumberofenterprisesinthedecrease,theprofitsrealizedfrom21billion370millionyuanto495billion120millionyuan,anincreaseof22.2times.Thisfullyshowsthattheadjustmentofthelayoutandstructureofthestate-ownedeconomy,althoughthenumberofstate-ownedenterpriseshasbeenreduced,buttheoverallqualityhasimproved,andtheleadingroleandinfluenceinthenationaleconomyhavealsobeenenhanced.
Furtherreformisstill,toagreaterextenttorevitalizetheassetsandincreaseemploymentopportunities,thenumberofstate-ownedenterpriseswillcontinuetodecrease,buttheproportionofthetotaleconomyinthenationaleconomywillincrease,industrydistributionwilltendtobereasonable.Thereductionofthenumberofenterprisesandtheimprovementofefficiency,moreenterprisesneedtolookforbenefitsinmanagement.Atthesametime,withtheaccessionofWTOandtheinfluenceofglobalization,theuncertaintyoftheexternalenvironmentismoreobvious.
Two,thenecessityofthereformofhumanresourcemanagementinstate-ownedenterprises
Thechangesintheoverallsituationofstate-ownedenterprisesandtheglobalizationenvironmentthatenterprisesarefacingmakeitnecessaryforenterprisestotapmorebenefitsfromtheinteriorsoastoobtainsurvivalandfurtherdevelopmentinthemarket.Thetraditionalpersonnelmanagementsystemofstate-ownedenterpriseshasrestrictedthedeepeningreformofstate-ownedenterprises.Inordertodevelopbetter,itisnecessarytomakechangesinhumanresourcemanagement.
Modernmanagementtheorybelievesthatthedevelopmentofenterprisesneedsfourkindsofresources:
economicresources,materialresources,informationresourcesandhumanresources.Withtheuncertaintyoftheexternalenvironmentisenhanced,fromthebasictheoryofenterpriseresources,theadvantagesofthetraditionalresourcesintheprocessofenterprisedevelopment,itisdifficulttocreatescarcity,cannotbeimitatedandsubstitutedintodisorder.Enterprisesshouldpaymoreattentiontotherelationshipbetweentheresourcesandbenefitsofenterprisesfromthefocusofenvironmentalfactors,andputmoreemphasisonthedevelopmentandexcavationofhumanresourcesinthefourtypesofresources.Thevaluecreationprocessofhumanresourceshasthecharacteristicsofpathdependenceandcausalambiguity,andthechangesinthispartofresourcescanbecomethesourceofnewcompetitiveadvantagesforenterprises.
Three,theproblemsexistinginthemanagementatthisstageandtheCountermeasures
Thereformandopeninguphasbeenmorethan20years,withtheincreaseofforeignenterprisesandjointventures,theintroductionofforeignmanagementtheory,theframeworkofstate-ownedenterprisehumanresourcesbasicallyestablished,theenterpriseorganizationstructuretomodernenterprisetheoryreferencepass,jobsettingsarealsomorescientificanalysisand.However,becausethereisnoradicalchangeintheenvironmentoftheenterprisefromthesystem,theleadersofenterprisesconsidermoreaboutthestabilityandharmonyofpolitics,notthebenefitanddevelopmentunderthemarketeconomy.Theenterprisehasnotintroducedtherealcompetitionandeliminationmechanisminpersonnel,makingstate-ownedenterpriseswithinthesystemwithouttalentflow,employeesdonothaveasenseofcrisis,lackofcompetitiveness,ultimatelymakesthebenefitoftheenterprisehasnowaytogetthecompleteplay.Thespecificeffectsoftheseeffectsonhumanresourcemanagementare:
1.managementstaysatthetraditionalstageofpersonnelmanagement.
Personnelmanagementisamechanismtoregulateandsuperviseemployeesinanenterprise,
Amanagementstylethatensuresthatbusinessoperationsareoperatingeffectivelylocally.Thiskindofmanagementattachesimportancetothedistributionandcompletionofwork,ignorestheroleofemployees,greatlylimitsthecharacteristicsofhumanresources,andmakesthedevelopmentpotentialofenterpriseslimited.
Withthemodernenterprisemanagementconcept,therearemanydifferencesinmanagementtransformation,includingmanagementconcept,managementactivitiesandmanagementcenterofgravity.Thetraditionalpersonnelmanagementtothe"thing"asthecenter,notto"people"asthecenter;peopleascost,peopleastools,withoutrespectforhumanvalues,respecthumannature,thelackofclearemployeeoccupationdevelopmentsystem.Therealhumanresourcemanagementneedstotakepeopleasresources,operatewiththecapitalthatcaninvestandproducevalueadded,anddesignandmanagethecareerforemployees,sothatemployeesandenterprisescandeveloptogether.Ifyouneedtoreformpersonnelmanagement,youneedtochangethispassiveresponse,andadoptmodernhumanresourcemanagementinitiativemanagement,basedonemployeeperformancetomanageemployees.
Transformationofpersonnelmanagementpractices,canbeinthebasicworkwithhumanresourcesmanagementchangesintheprotection,andthuscarryoutmorein-depthchangesbeforethepremise.
2.,thequalityofhumanresourcemanagementteamneedstobeimproved,andtheimplementationofmanagementcanreallybecarriedout.
Today,mostofthestate-ownedenterprisesdirectlyunderthehumanresourcesdepartmenthasbeenchangedfromthepersonneldepartmentorpersonnelsectiontothehumanresourcesdepartment.Someenterpriseshavegraduallyrealizedthevalueofhumanresourcesmanagementinenterprisemanagementactivities,andhaveadjustedthemeansofmanagement.However,therearemanyenterprisesonlyintheformofchanges,butfromtheemploymentsystem,personnelsystem,distributionsystemtotheselectionofenterpriseoperators,appointmentsystemisstillusingthetraditionalmethods.
Andthehumanresourcemanagementorganizationofmodernenterprisecandesignthedevelopmentstrategyofhumanresourceaccordingtothestrategyoftheenterprise,andcandeterminewhatkindoftalentstheenterpriseneedsinthedevelopingstage.Indifferentstagesofdevelopment,enterprisescantimelyintheselection,use,education,andretentionoffouraspectsofscientificconfiguration,sothatenterprisesinthemarketcompetitive.Thespecializationandsystematizationofhumanresourcemanagementinenterprisesneedmoremanagementtalentswithprofessionaltrainingofhumanresources,andusemodernhumanresourcesmanagementskillstodevelophumanresourceswithintheenterprise.
Professionalhumanresourcesdepartment,humanresourcesmanagementcanreallyhelpenterprisestointroduceallkindsofsuitableenterprise,canfindcompaniescontinuetomakefulluseofvariousmethodsoftalent,motivateemployees,sothattheinterestsofemployeesandbusinessintereststofindabalancepoint.Thehumanresourcesdepartmenttobecomebusinessdepartmentsandvariousfunctionaldepartmentstoparticipateinthebusinesspartners,eachlink,combinedwiththeenterprisestrategy,earnestlysafeguardthehumanresourcemanagementmeasures,makethenewconcepttotheimplementationofthe.
3.,theinvestmentinhumanresourcesisseriouslyinsufficient,andthequalityofemployeescanhardlymeettherequirementsofthemarketeconomy.
Modernhumanresourcemanagementprinciplesneedtoallocateafixedportionofeachyear'sprofitstothestaffinthetrainingtoensurethatthedevelopmentofemployeescanprovidegreaterimpetustoenterprises.Withthefiercecompetitioninthemarket,state-ownedenterprisesneedtocontinuetodevelop,butalsothestafftraininganddevelopmentasanimportantpartofhumanresourcemanagementreform.Thisinvestmentisnotonlytoimprovetheskillsofemployeesandtheoveralllevel,butalsocanbeusedaspartofemployeebenefits,notonlytoattracttalentedpeople,butalsocanimprovetheenterprisecurrentandlong-termcompetitiveness.
Modernhumanresourcestheoryandpractice,trainingisahighrateofreturninvestment,throughsuchinput,theeffectivenessofenterprisescangrowexponentially.Thereturnoninvestmentinfixedassetsislimited,andthepotentialforhumandevelopmentisgreatlyimproved,andtheinvestmentinhumanresourcescanachievebetterbenefits.
Moststate-ownedenterprisesarenotpayingenoughattentiontotraining,andtrainingisregardedasacostandreducedasmuchaspossibleinthecompany'sbudget.Accordingtoasurveyofsomestate-owned