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1、The Development of Human Resource Management In ChinaIntroduction 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 hum
2、an 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 m
3、otivation 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 dis
4、cussed. 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 HRMs change and expansion in the aspect of staff-company relations, HR model development and HR strategies as the fol
5、lowing. 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 En
6、terprise 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 co
7、nsidered 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 deca
8、de ago, companies often drove employees through basic 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 h
9、uman 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 effect
10、iveness; businesses that want to access new programs 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 fle
11、xibility; 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 hav
12、e 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
13、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 institut
14、ions 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 governs academic staff hiring and retention for the following academic year (Ronold G Ehrenbdeg, 2005). Other responses h
15、ighlight 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, attracti
16、on and retention issues, and reengineering the recruitment 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 reso
17、urces 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 manage
18、ment 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.
19、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 enterprises establish and implement the employees career development planning (Zhao Yin, 2007). In ter
20、ms 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
21、 companies with human resources information, the majority 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 ye
22、ar 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 a
23、re 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
24、 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 executives social status and overall ability, material and money
25、 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 mot
26、ivation, 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
27、 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
28、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 compute
29、r 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 mana
30、gers. 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 doesnt change is change, with the development of the technologies, tools that human being
31、use speed up the pace of peoples 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 suit
32、ed 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 organ
33、izations 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 a
34、dd 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 a
35、nd 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 manage
36、rs 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 in
37、dividual efficiency (on which the total efficiency of the organization depended) is being replaced by group synergy. Its 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
38、 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 This article first analyses the changed functions of human resource management nowadays.
39、In terms of the staff-company relations, a trend of closer and humane relationship between staff and companies emerges. The model of HR outsourcing is showing its strong competitiveness and may become one of the main way that HR management to use. Secondly, this article states that China today still
40、 stays in the exploring stage of human resource management. The uncompleted HRM system building, the single form of recruitment, the growing interview technologies and the lack of long- term motivation in Chinese enterprises, all these facts shows that China has a long way to go in the development o
41、f HRM. Thirdly, Challenges for HRM managers in China are tough and numerous. Changes from the Industrial Age to the Information Age, stability to change, muscular to mental work lead the challenges for Chinese HRM managers. To sum up, it is a long way to go for the development of human resource mana
42、gement in China.人力资源管理在中国的发展导言 随着二十一世纪的到来，人力资源管理作为一个相对较新的管理问题，扮演了一个越来越重要的作用在当今的商业中。本报告主要讨论了关于人力资源管理问题的三个部分。第一部分讨论的三个方面是工作人员和公司的关系，人力资源模式，发展战略和人力资源管理转变职能。第二部分描述了中国人力资源管理探索阶段。制度建设，招聘和动机三个方面的观点。第三部分讨论中国人力资源可能面临的新的挑战。在这一部分将进行了讨论，由于商业时代的不断变化，人力资源将接受处理不确定性和模糊性等的挑战。 问题1 人力资源管理，作为迅速发展的主题毫无疑问，它的功能在许多领域改变了很多。
43、本节将主要讨论人力资源管理的变化和工作人员与公司关系扩大方面人力资源模型的发展和人力资源战略方面，如下： 在工作人员与公司关系方面，转变职能将从三个方面讨论即权力的因素，员工因素和激励方法进行讨论。首先 ，权力的因素，10年前雇员与公司的关系而言，被视为劳动与企业，而现在越来越多的企业表现出人类精神的理解和尊重。例如，谷歌在中国的分公司在公司大厅放置了一架钢琴 ，而且还设置一个厨房和洗衣机为他们的雇员（吉姆韦斯科特，2005年）。第二，在员工方面，10年前员工被视为是理性思考和解决问题的人。他们之所以选择这个公司是因为公司为他们提供了满意的薪水。但今天，员工被视为是要求拥有充分的发展空间，全方
44、位的满意不单单是薪水且成熟的人。第三，在激励方法方面，真正的变化是巨大的。 十年前，公司经常将员工的基本需要作为给员工的奖赏。 这种方法似乎突出了人们社会和智力的需求。 在人力资源管理模式的方面，在过去的10年一些人力资源管理职能被扩大了 。其中作为人力资源管理的新产品之一是人力资源外包，它支持了核心人力资源活动和业务流程在人力资源管理中。外包人力资源的职能或业务流程的决策为企业，特别是其内部人事部门已经起到了极其不错的效力;企业想要获得新的项目或服务（但不希望承担所需的投资），或者那些希望专注于核心竞争力的企业。 他们在人力资源外包上获得的好处是显而易见的：获取访问（国内）用专业知识，技能，
45、技术，增加灵活性，降低了成本/降低投资。这种方法已在一些国家取得了巨大成功，例如，加拿大在人力资源外包开支上平均每年将增加13以上在2005年至2009年之间。（吉姆韦斯科特，2005年）。 大多数人力资源战略已发展了近10年，百分之二十的受访者指出人力资源策略在他们的企业中实施时间不足三年间，百分之六十的报告指出人力资源开发战略一直在发展在过去的3至7年间并且20的报告表明这一战略是10岁以上。 这些数据加强了人力资源管理在过去十年内更战略性作用的概念。人力资源战略讨论了人员征聘和保留的长期目标和短期的运作程序。一些机构主要关注人员征聘和保留的短期目标。 例如，一个加拿大的受访者说 ，他们的
46、人力资源战略涉及一个年度招聘和挽留计划即执政学术人员招聘和留用下一学术年（Ronold G Ehrenbdeg, 2005）。其它的反应突出的长远目标和更广泛的问题是关与工作人员的发展以及政策和战略对未来体制和业绩发展的规划 。 例如，一个澳大利亚的机构指出 ，他们的人力资源战略是关于人力规划，年龄分析，吸引和保留，并在招聘过程再制定。这一战略的重点是连续几代的战略规划。 问题2 随着中国加入世贸组织，现代企业管理理念已逐渐接受了中国企业，人力资源管理已经得到了发展和推广在大多数企业中。然而，作为一种管理技能进入管理经验不足30年的中国势必会面临与文化冲突，在中国人力资源管理仍然停留在探索阶段
47、。 在制度建设方面，中国的人力资源管理制度是不完善的。根据中国最近人力资源的报告不足百分之四十的企业建立了企业发展战略与人力资源管理相结合的制度。此外，只有12.9的人能真正实施这一战略。更有甚者，员工的职业发展规划，工作人员代表制，工作人员的合理化建议三个战略都没有完成。只有9的企业建立且落实了员工的职业发展规划（赵尹，2007年）。 在聘用条件，在我国企业招聘的形式和层次不够丰富不够。 虽然现代企业可以通过诸如网络，猎头公司，招聘会，校园招聘，广告媒体等多种方式来进行招聘 ，而且可以提供企业人力资源信息的渠道越来越多，大多数的公司的人仍然选择形式招聘会。然而，根据2007年的人力资源报告，
48、调查出已尝试通过网络招聘公司的比例为35，这比2006年的比例高了12以上。其次，公司使用的招聘技术仍然处于发展阶段。只有一半的企业计划使用专业的测试工具来找到合适的工作人员。例如知识测试，心理测试和演示的方式等引进到中国并且受到热烈欢迎。 中国企业的激励机制还处于发展阶段。大多数中国公司都有激励策略。只有少数企业愿意选择短期和直接的激励策略等。目前，中国有百分之七十的员工与不同种族的人进行相同的工作却得到不同等级的薪水（赵尹，2007年）。支付是一种最普通的激励方式。支付管理人员奖励直接显示在他们的收入稳步增长-工资，这是非常直观。 然而，与行政人员的社会地位和整体能力，物力和财力的提高不再
49、是积极性的关键点。来自中国数据库最权威的数据库显示，19.6的受访企业使用企业的虚拟资产作为长期激励的方法其中18.9的企业给予员工购股权作为对员工的长期激励制度，而78.2的企业还没有实现长期激励。 作为长期激励员工的方法，还包括为员工创造一个有可能吸引雇员的平台，一个他们可以充分发挥自己的能力的平台。 问题3 二十一世纪以来人力资源的职能已经改变，这也是中国的人力资源管理人员将要迎接挑战。 对于中国来说还正处于问题2所述的探索阶段，面临的挑战要比那些较发达的人力资源管理国家更大。信息领域、经济领域和知识领域是中国人力资源管理主要面临的三个挑战。 对人力资源管理的第一个挑战是从工业时代到信息时代人力资源管理角色的转变。工厂的工作由厂房的机器完成取代为在办公室工作或在电脑终端下完成。工作方式的替换使得人们对工作产生了越来越多的新想法和新概念。信息和知识作为新的就业机会的来源已经取代了大部分制造业。因此，考虑了数以千计在工厂的工人将不再符合传统人力资源管理的模式。虽然员工的人数会有所减少，但人力资源管理的困难程度是不会降低 ，因为员工有更丰富的认识和信息。