人力资源中英文文献Word文档格式.docx

1、Introduction 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 todays business activities. This report mainly discusses 3 questions about todays human resource management. The first section discusses t

2、he changing function of human resource management in terms of 3 aspects which are staff-company relations, HR model development and HR strategies. The second section describes the exploring stage of HRM in China. System building, recruitment and motivation are the three aspects to support the opinio

3、n. The third section discusses 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 discussed. Question 1 Human resource management, as the

4、quickly developing subject, without doubt, has changed a lot in its function in many fields. This section will mainly discuss the HRMs 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,

5、 the changing functions will be discussed 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 Enterprise while nowadays more companies show understan

6、ding and respect for the human spirit. For example, Google China places a piano in the hall of the company and even set a kitchen and the washing machine for their employees （Jim Westcott, 2005）. Second, in terms of the employees, employees are considered as thinking and rational beings around 10 ye

7、ars ago. The reason why they chose 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

8、 needs such as a big bonus. While the role seems to highlight peoples 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

9、support the core HR activities and business processes associated with HR administration. Outsourcing HR functions or processes is a viable decision for businesses, particularly those whose internal HR department has reached the limit of its effectiveness; businesses that want to access new programs

10、or services （but dont want to incur the required investment）, or those that want to focus on core competencies. The advantage of HR outsourcing is obvious: Obtaining access to （internally） unavailable expertise, skills, technologies; increased flexibility; reducing costs/reduce investment. This way

11、has achieved great success in some countries, for example, Canada. Spending on HR outsourcing in Canada, is forecast to increase by more than 13%, on average, every year between 2005 and 2009 （Jim Westcott, 2005）. The majority of HR strategies have been developed over the last decade. Twenty per cen

12、t 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 seven years and 20% indicate that the strategy is ten or more years old. These data reinforce the notion that HR manageme

13、nt has taken on a much more strategic role within the past decade. The HR strategy in recruitment and retention can be discussed 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 objectiv

14、es. For example, one Canadian respondent stated that their HR strategy involves an annual recruitment and retention plan that governs academic staff hiring and retention for the following academic year （Ronold G Ehrenbdeg, 2005）. Other responses highlight long-term objectives and broader issues rela

15、ting 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 recrui

16、tment process. The general focus of this strategy is on strategic planning for successive generations. Question 2 With Chinas entering the WTO, modern enterprise management concept has been gradually accepted by Chinese enterprises and, human resources management has been developed and promoted in t

17、he majority of enterprises. 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

18、 the recent report of HR in China, less than forty percent of the enterprises have established the business development strategy combining with human resources management system. Furthermore, only % of them can really implement this strategy. What is more, employees career development planning, staf

19、f representation system, and the staff Rationalized suggestion are the 3 strategies that are not completed enough. Only 9% of the researched enterprises establish and implement the employees career development planning （Zhao Yin, 2007）. In terms of the recruitment, the forms of recruitment in Chines

20、e enterprises are not diversified enough. Although the modern enterprises can recruit through more and more channels such as networks, an executive search firm, job fairs, campus recruitment, advertising media and so many ways that can provide companies with human resources information, the majority

21、 of the companies still choose 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 recruitmen

22、t that the companies use are still in a growing stage. Only half of the enterprises plan to use professional test tool to find suitable staff. Ways like knowledge test, psychological test and presentation are introduced in China recently and are welcomed. The motivation in China is at a developing s

23、tage. Most Chinese companies have motivation strategies. Quite a few of them prefer to choose short-term and direct motivating strategies like paying. At present, China has 70% of the enterprises in accordance with different types of personnel to set different pay scales （Zhao Yin, 2007）. Paying is

24、a common kind of economic motivation. Paying incentives for executives directly show in their steady growth of income - wages, which is very intuitive. However, with the raise of executives social status and overall ability, material and money are no longer the key point of motivation. Research from

25、 China Database, one of the most authority databases, show that % of the surveyed enterprises use virtual equity of the company as the long-term motivation methods and % of them use the form of giving share options as the long-term motivation, while % of the enterprises have not implemented the long

26、-term motivation. As one of the ways to motivate staff, long-term also includes creating a platform for employees which may attract employees since they can exert their abilities fully. Question 3 As the functions of human resource have changed since the 21st century, challenges are coming to the hu

27、man resource managers in China. For China is still in the exploring stage mentioned in question 2, the challenges should be more than those in developed human resource management countries. In the information era, the economic era and the knowledge, the challenges for Chinese HRM managers are mainly

28、 from these three fields. The first challenges for HRM is the changing role of organizations from the Industrial Age to the Information Age. Work performed in factories by machines is being replaced by work in offices or at computer terminals. And instead of working with things, people increasingly

29、work with ideas and concepts. Information and knowledge have replaced manufacturing as the source of most new jobs. Thus, taking charge of thousands of workers in a factory is not the typical functions of modern human resource managers. Although the numbers of employees may decrease, but the extent

30、of difficulty will not decrease since employees are more knowledgeable and informative. Like the popular saying nowadays The only thing that doesnt change is change, with the development of the technologies, tools that human being use speed up the pace of peoples life. Thus the second challenge whic

31、h may face the human resource manager is the abilities to deal with uncertainty and ambiguity. Static, permanent organizations designed for a stable and predictable world are giving way to flexible, adaptive organizations more suited for a new world of change and transformation. Emphasis on permanen

32、ce, tradition and the past is giving way to creativity and innovation in the search for new solutions, new processes, and new products and services. Maintaining the status is less important than a vision of the future and the organizations destiny. We are used to dealing with certainty and predictability. We need to become accustomed to dealing with uncertainty and ambiguity. The next challenges will be the ability of HR managers to adapt from muscular to mental work （Alexandria, 1997）. Repetitive physical labor that doesnt add value is increasingly being replaced by ment