Summary
With advances in science and technology and the development of productivity, the world economy has moved from an industrial to a knowledge-based economy. Knowledge, as a new source of social production, is also increasingly visible in the process of social development and enterprise growth, affecting the direction of state enterprises. In an era of knowledge-based economies, where talent is the source of innovation and the focus of enterprise development, good human resources management can improve the management efficiency of national enterprises and help them move in a steady direction towards their stated objectives. Therefore, in order to meet the challenges of the new economic environment, national enterprises need to develop a more scientific human resources management strategy that will remove the disadvantages of the traditional human resources management model, thereby promoting innovation in their human resources management systems and enhancing their competitiveness in the same industry and throughout the country and the world。
Key words: knowledge economy; human resources management; innovation policy responses
Introduction
As global high-technology technologies continue to evolve, knowledge as an increasingly important resource is gradually becoming needed by a wide range of enterprises. At present, the knowledge economy is being accompanied by globalization and the rapid penetration of information into people's productive lives, which will usher in a new revolution in people's lives and jobs. The knowledge economy is a new phase in the history of human development following the agricultural and industrial eras, in which the importance of human resources becomes even more important. In our country, the state-owned economy dominates, while state-owned enterprises dominate the national economy and are the driving force behind the people's economy. The good functioning of national enterprises requires the effective management of their human resources, and in the age of the knowledge-based economy, effective innovation in human resources management has become a major challenge for national enterprises。
Principles of human resources management in state enterprises in the age of the knowledge economy
Human mind management
Today, the management of human resources in enterprises is an important component of the enterprise's recruitment and development of talent, especially in state-owned enterprises. The position of talent in state-owned enterprises is prominent, and they have more opportunities to offer talent. In the context of the knowledge-based economy, where few practical talent are found in state enterprises, which has a great impact on their development, enterprises need to adopt effective ways to bring in more talented people, focus on people-centred thinking, adopt humanized management as a principle in human resources management and enhance the sense of identity of their staff. In addition, national enterprises need to strengthen the development of knowledge-based and innovative talent in order to fully tap it and gradually expand their workforce。
Capitalized management
In the context of a knowledge-based economy, the application of the principles of capitalization management is the effective management of human resources, using management experience and knowledge skills in the development of national enterprises. Businesses have gradually drawn the attention of talent through capitalization management to enable them to have sufficient talent to contribute to enterprise development, and more and more people are able to remain in state enterprise development through the use of capitalization management tools. This would allow the overall level of the organization of state-owned enterprises to be upgraded and further increase the economic benefits of state-owned enterprises。
Professional management
In the context of the age of the knowledge-based economy, professionalized management is the inevitable direction of business. For, in the twenty-first century, the competition between the state and the state is the competition between the enterprise and the enterprise, while the core competition between the enterprise is the quality of the professionalization of the employee. The professionalization of practitioners, professional management and a professionalized culture of enterprises are three. Professionalization not only enhances the competitiveness of employees themselves, but also brings good economic and social benefits to enterprises and societies. Career management is like a spirit of contract that every employee must adhere to。
Innovative management of human resources by state enterprises in the age of the knowledge economy
In the context of the age of the knowledge economy, the factors driving innovation in human resources management in enterprises can be summarized as follows:
The demand for technologists is rapidly increasing
Traditional labour production was no longer sufficient to meet the needs of enterprise development, which required more intellectual results, and only innovative human resources management could bring in more scientific and technological personnel to ensure that enterprises operated productively。
Business culture becomes a part of business-to-business competition
Competition between enterprises has long ceased to be a product of excellence and technology, and business culture has become a symbol of an enterprise and a precondition for its being employed and accepted by the general public。
Changing talent needs
In a knowledge-based economy, there is a need for a more integrated pool of qualified personnel, which requires the effective integration of human resources management into enterprise resources to enhance the ability of business staff to continuously learn, develop teamwork and good psychological qualities to help them overcome the complex external economic environment。
Problems in the management of human resources in state enterprises in the age of the knowledge economy
There's a serious redundancy problem
In the context of the knowledge-based economy, where the number of employees in state enterprises is generally high, the production and management process has seen the emergence of a large number of redundant workers, with a small number of state enterprises accounting for about 5 per cent of the total, putting considerable economic pressure on state enterprises, which, at the same time, have not created individual values commensurate with their wages in the course of their business development, causing waste of state enterprise resources. As such, the management of human resources by state enterprises in the knowledge-based economy needs to be built on the context of the times, taking a full look at the problems in their own business development and the implementation of human resources management, paying attention to the problem of enterprise redundancy, developing effective strategies to address the problems, saving the cost of doing business, increasing resource utilization and sustaining the long-term smooth development of the enterprise。
Ageing stands out
The human resources of state enterprises are the advantages of entrepreneurial development, and they have developed and introduced a large number of highly skilled, creative and highly skilled technical and managerial personnel, thus creating a sound human resource base for their development. However, in the age of the knowledge-based economy, the relative ageing of the human resources of state enterprises, the generally low level of education of state employees and the lack of expertise in human resources management, and the fact that most of the new employees recruited by enterprises lack work and management experience and are unable to take on the burden of entrepreneurial development from time to time, have created a problem of poor human resources in state enterprises, severely constraining the development of state enterprises and urgently need to find effective solutions to the problems of ageing and to revitalize their development。
Inadequate mechanisms
Management of human resources, with its institutional dependence, is better carried out. However, in the management of the human resources of state enterprises, many enterprises do not have adequate human resources systems. There was no clear division of responsibilities between human resources management, there were no clear normative criteria for human resources development planning, career development planning, incentives for staff, etc., and employees were not sufficiently motivated in the course of their work and therefore the value of human resources was not sufficiently demonstrated. Only through effective incentive systems can staff motivation be maximized。
I don't think it's reasonable
Human resources management has not been carried out fully by many state enterprises. The day-to-day management of human resources is simply the archiving of information files, business documents, etc. Of the employees of the enterprises, which are complementary to the work of the enterprises, while the planning of human resources is not conscious, the training of talent is limited to entry training, and it is not reasonable to plan the development of talent for different positions of employees. In addition, there were differences in the working capacity of human resources managers, and the planning of human resources could not be carried out from a holistic perspective, with insufficient consideration and predictability, which could destabilize the human resources of state enterprises and, in the event of unforeseen circumstances, could affect the proper functioning of state-owned enterprises。
Innovative human resources management strategies of state enterprises in the age of the knowledge economy
Improved human resources management systems in national enterprises
In the context of the age of the knowledge economy, a well-developed talent system is the basis for ensuring the sustainable development of enterprises and is also a guide for their human resources management. At this stage, the human resources management systems of national enterprises are relatively backward and unable to meet the demands of the age of the knowledge-based economy and require urgent and effective change. For the management of human resources of state enterprises, there is a need to take full advantage of the business advantages of leaving the country, to take advantage of the support of local policies of state policy, to conduct scientific analysis of corporate orientation and strategic direction, taking into account the actual state of development of state enterprises, to gradually improve the system of human resources management of enterprises, to improve the quality of human resources management, to provide a sound working environment for state employees, to develop scientific, sound remuneration systems, promotion systems, etc., and to stimulate the enthusiasm and motivation of state employees。
Accelerate staff training systems and systems
At present, the country has entered a period of rapid growth in all sectors of its economy and science and technology, with growing competition among enterprises and the progressive development of competition for talent, with the market taking the initiative of which one has more talent. Thus, as the backbone of the economy, state enterprises need to accelerate the development of a system and systems for the training of their employees in the course of their future business development, and to increase the pool of expertise and production skills of state employees through diversified training channels, thereby achieving the highest productivity and developing them into professional composite talent commensurate with the development needs of the economic era. The management of human resources in state enterprises needs to be based on the building of a cadre of talent, taking into account the realities of the workforce and the direction of enterprise development, the development of individualized training content, innovative training methods, the simultaneous improvement of the soft and hard power of state employees and the maintenance of the competitiveness of state employees。
Strengthening the management of reserve personnel
The current environment in which state enterprises operate is complex, requiring them to face shocks from private enterprises, both domestic and foreign, and the pressures for their development are enormous. Especially in the context of the economic era, the management of human resources by state enterprises must be continuously improved and innovative, actively pursuing a management model that is consistent with the development of state enterprises and thus enhances overall management effectiveness, thereby maintaining sufficient and sustained momentum for development. As uncertainty increases, the management of human resources in state enterprises becomes more difficult, so there is a need for state enterprises to combine their activities, draw on the human resource management model of good enterprises at home and abroad, strengthen the management of reserve personnel, adopt effective strategies to strengthen the pool of personnel in state enterprises, effectively address the problem of redundancies and ageing, invest more dynamic energy in state enterprises, enhance the viability of their operations and improve their market competitiveness。
Establishment of a scientific appraisal mechanism
The management of human resources in state enterprises in the context of the age of the knowledge-based economy is at a critical stage of renewal, in which the advancement of enterprises and the advancement of their staff will require a concerted effort by the leadership and staff of the state to promote the innovative development of human resources management in all its aspects and to enhance managerial effectiveness. In the process of innovation in the human resources management model of state enterprises, targeted solutions to management problems should be developed, and scientific evaluation mechanisms should be put in place, and a comprehensive and detailed evaluation of the performance of state employees and management effectiveness should be carried out to facilitate the identification of problems and solutions. At the same time, it is possible for state enterprises to motivate their employees through a pluralistic appraisal system, to help them develop the right values and working values, to love work, to be professional, to be conscious of raising personal professional qualifications and professional skills, to complement human resources management and to ensure the rapid and stable development of state enterprises。
Concluding remarks
In sum, the age of the knowledge economy poses enormous challenges to the management of human resources in state-owned enterprises and, while meeting them, is another opportunity for state-owned enterprises to develop. Strengthening the management of human resources in state enterprises is a necessary stage in the development of modern societies. However, human resources management reform had not been completed overnight, and it was difficult to achieve a qualitative leap forward in the short term. In the process of innovation in human resources management, it is important for state enterprises to achieve innovation in human resources management on the basis of economic and objective economic markets, as well as actual conditions, according to their own circumstances。
