-在自由和力量中飞翔

2021年1月22日发(作者：天使的选择)
The Development of Human Resource Management In China
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
today’s
business
activities.
This
report
mainly
discusses
3
questions
about
today’s
human
resource
management.
The
first
section
discusses
the
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 opinion. 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 quickly developing subject, without doubt,
has changed a lot in its function in many fields. This section will mainly discuss the
HRM’s
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,
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 understanding 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 years
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 needs such as a big bonus. While the
role seems to highlight people’s 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 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 or services (but don't 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 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
cent
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 management 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
objectives.
For
example,
one
Canadian
respondent
stated
that
their
HR
strategy
involves
‘an
annual
recruitment
and
retention
plan
that
g
overns
academic
staff
hiring
and
retention
for
the
following
academic
year’
(Ronold
G
Ehrenbdeg,
2005). Other responses highlight long-term objectives and broader issues relating 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 recruitment process’. The general focus of
this strategy
is on strategic planning for successive generations.

Question 2

With
China's
entering
the
WTO,
modern
enterprise
management
concept
has
been
gradually
accepted
by
Chinese
enterprises
and,
human
resources
management
has
been
developed
and
promoted
in
the
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
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
12.9%
of
them
can
really
implement
this
strategy.
What
is
more,
employees’
career
development
planning,
staff
representation
system,
and
the
staff
Rationalized
suggestion
are
the
3
strategies
that
are
not
completed
enough.
Only
9%
of
the
researched
enterprise
s
establish
and
implement
the
employees’
career
development
planning (Zhao Yin, 2007).

In terms of the recruitment, the forms of recruitment in Chinese 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 of the companies still choose form as job
fairs. However,
ac
cording 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 recruitment 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 stage. 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
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
exe
cutives’
social
status
and
overall
ability,
material and money are no longer the key point of motivation. Research from China
Database,
one
of
the
most
authority
databases,
show
that
19.6%
of
the
surveyed
enterprises
use
virtual
equity
of
the
company
as
the
long-term
motivation
methods
and 18.9% of them use the form of giving share options as the long-term motivation,
while
78.2%
of
the
enterprises
have
not
implemented
the
long-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 human 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 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
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
of
difficulty
will
not
decrease
since
employees
are
more
knowledgeable
and
informative.




Like the popular saying nowadays ’The only thing that doesn’t change is change’,
with
the development
of the technologies,
tools
that human being use speed up the
pace of people’s life. Thus the second challenge which 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
permanence,
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
organization's
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 doesn't add value is
increasingly
being
replaced
by
mental
creativity.
Routine
and
monotony
are
giving
way to innovation and a break with tradition. In the past, people were considered to be
merely workers, an old
concept
that
associated
people with
things. Now people are
considered purveyors of activities and knowledge whose most important contributions
are
their
intelligence
and
individual
talents.
We
are
used
to
dealing
with
physical,
repetitive
manual
labor;
we
need
to
become
accustomed
to
dealing
with
mental,
creative, and innovative work.

What is more, another problem that may challenge HR managers in China is to
organize
employee
to
finish
projects
from
solitary
to
collective
activity
(FangCai,
2005). With the rising difficulty of complex and technology, it is almost impossible
for
only
one
person
to
finish
a
project.
Thus
teamwork
is
supplanting
individual
activity. The old emphasis on individual efficiency (on which the total efficiency of
the
organization
depended)
is
being
replaced
by
group
synergy.
It's
a
matter
of
multiplying
efforts,
rather
than
simply
adding
them.
We
are
used
to
individualized,
isolated work; we need to change to high- performance teamwork. Thus the function
of
human
resource
managers
is
to
offer
the
company
the
suitable
person
and
coordinate
the
relationship
among
the
team,
especially
in
China,
a
country
that
highlights relationship and harmony very much.

Conclusion

-在自由和力量中飞翔

-在自由和力量中飞翔

-在自由和力量中飞翔

-在自由和力量中飞翔

-在自由和力量中飞翔

-在自由和力量中飞翔

-在自由和力量中飞翔

-在自由和力量中飞翔