又说人力资源

作者: 何朱必 分类: 我的日志 发布时间: 2016-06-12 22:29 ė views 6 137条评论

三句话不离本行,又说说人力资源这个话题。 人力资源管理是在经济学与人本思想指导下,通过招聘、甄选、培训、薪酬等管理形式对组织内外相关人力资源进行有效运用,满足组织当前及未来发展的需要,保证组织目标实现与成员发展的最大化。

比尔.盖茨曾经说过:“只要给我带走100个微软的优秀员工,又一个崭新的微软诞生了。”人是企业中最宝贵的资源,企业的成功就是人力资源管理的成功。要想真正地担负起企业成功的重托和为企业管理做好服务,企业各部门管理人员必须要系统地掌握专业的人力资源管理的理念、工具、流程和方法。企业的竞争其实是人力资本的竞争,企业发展的过程就是人力资源向人力资本的转化过程,企业发展就是合理促进人力资源向人力资本有效转化和沉淀。其实,经营企业,就是经营人,搞活企业,要先搞活人。人力资源管理的精髓就是真正地做好人才甄选、员工培育、绩效管理、用人留人。人力资源管理的终极目标是提高人的积极性,换句话说,员工的积极性高低就成了人力资源管理工作好坏的“晴雨表”。

现代人力资源管理是从组织行为学发展起来的,是传统劳动人事管理的继承和发扬,人力资源管理主张以人为本,打破工干界限,变身份管理为岗位管理,岗位不分贵贱,人格都是平等的,通过公平竞争上岗,达到尊重人与开发利用人力资源并重,企业追求愿景目标,员工设计职业规划,实现员工与企业共谋发展。长期受高度计划经济模式下靠传统经验管理思维方式的束缚和制度壁垒机制体制疆化的影响,国有企业在市场经济中扮演的角色模糊,既象政府又象企业,政企不分,再加上母子公司关系不清晰,“大集团病”不轻,很难依法(《公司法》、《劳动法》、《现代企业制度》等)放手经营。冷静分析国企管理人员中,对人力资源管理有所了解但阻碍工作推进者有之,不懂人力资源管理而破坏践踏人力资源管理者不少,特别是惯性思维顽固而又强势的老国企,深受传统观念严重束缚,体制疆化,机制不活,在森严的制度壁垒下,对人力资源管理的认识不足,不够认可认同现代人力资源管理理论,强调身份管理和凭一贯的极端家长式作风,“靠打分整干部、凭分数拿工资”,“扣票子、拿帽子”等简单粗暴的人事工资手段,选人用人随意,收入分配混乱,破坏多年积淀的基本工资制度,扰乱人力资源管理体系,对企业开展人力资源管理工作造成很大的伤害,使现代人力资源管理在国有企业中很难强势推进。以所谓的创新在勉强运行绩效考核的激励机制中感到步履维艰,靠打分拿工资的考评工作弄得很别扭,迫使有的国企认为人力资源管理是“舶来品”,搞起来“水土不服”,不接地气,淡化而放弃现代人力资源管理探索,回归传统的劳动人事管理,甚至倒退到草根小作坊粗放管理模式,劳资与人事分离,计划经济时代惯用的手段生拉硬扯地搬到现代公司来使用,没有市场客户服务意识,弱化约束竞争机制作用,思想僵化,人为划分工人干部身份,没有强化岗位意识,弱化劳动合同管理,管理中滥用职权甚至是情大于法的现象时有发生,机制不活,制度不顺,权责脱节,管理混乱,激励无效,恶性竞争,对人的管理和控制收效不好。恶性循环的人力资源管理一方面是急功近利,滥用职权;另一方面是卸磨杀驴,兔死狗烹;结果组织风气恶化变成了庸官懒政,冷漠自私,黑白颠倒,阴盛阳衰。不好的人事氛围或组织文化严重挫伤了人做工作的热情和干事业的激情。

人类的发展依赖于创新,科技的进步依赖于创新,开创人力资源管理工作新局面同样还是要依赖于创新。以“创新”的理念引领现代企业人力资源管理,回顾改革开放三十余年,成功的现代企业都是现代人力资源管理有效运用的结果,例如海尔、联想、万科、BAT互联网公司等品牌公司都是以人力资源管理和企业文化成为核心竞争力和持续发展能力,不断变革与提升,强化人力资源管理和企业文化的内核作用。企业从平庸迈向优秀,从优秀走向卓越,必然以市场化为导向引领现代企业管理,遵循现代企业制度,建立法人治理结构和法人治理体系。垂直型组织机构通过平稳过渡逐步向事业部制转变,管理强化系统性、一致性、专业性,职能部门靠机制和制度发挥相互制衡作用,依法依规运行企业管理已是大势所趋。市场经济中的企业竞争,日新月异,时不我待,不进则退。市场经济大浪淘沙的残酷事实,绝对容不得观念落伍和管理平庸。

现代人力资源管理在国有企业中运用,要求劳动关系双方的利益追求趋向法制化,劳动组织及定岗定员需要依法规范多种劳动用工和依法管理劳动合同,主张劳动用工灵活多样,优势互补,全面提升劳动生产率,充分吸纳紧缺人才和社会人力资源,实施人才引进和聘用制,实行科学、公平、可行的考核评价制度,有效的激励机制,公平、公正的职级晋升制度等,从制度上保证人才脱颖而出。“冰山效应”认为人的潜能很大,一个人的思想是海,表现出来的仅仅是冰山一角,太多的部份是水面下看不见的人的思想和潜能,而露出来的是很小一部份所谓的工作表现。因而现代人力资源管理就是要加大人力资源的培育与开发。既把人看作“社会人”来尊重人格,公平正义,平等对待,又把人看作“资源人”来培训教育,充分开发使用、激励和约束。尊重人的价值,实现人的愿望,满足人的需要,促进人的发展。组织的人力资源管理就好比一个人的身子:“选”、“育”、“留”、“用”是躯体,“选人用人”是左脚,“收入分配”是右脚,互为补充,互为犄角,缺啥都是残废。

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