Foreword: looking for inspiration for writing? The chinese periodicals network has chosen to talk about human resources management in the business of the knowledge economy, in the hope that it will inspire your reading and creativity, which you are welcome to read and share。
Summary: with the advent of the age of the knowledge-based economy, the reform of our market economy has deepened. In recognition of the importance of human resources in the development of the enterprise, some managers have strengthened the management and optimization of human resources, making them an important driving force for the development of the enterprise. An analysis of the role of human resources management in enterprise development and the current problems in the management of human resources in the enterprise has provided a response to human resources management in the enterprise。
Keywords: career units; human resources management; research
In view of the current state of social development in the country, business units are one of the important factors in coordinating social development. The managers concerned should strengthen the management of the human resources of the enterprise and continuously improve their level of management, thereby contributing to the development of the enterprise and even the society as a whole. At present, there are many problems in the management of human resources in the enterprise, and the managers concerned should continuously improve the human resources management model in line with the direction and priorities of the enterprise。
1 role of human resources management in enterprise development
In the process of social development, the institutions play a central role in coordinating and maintaining public order in society, thus enhancing the country's overall national capacity. The development of business units is essentially an expression of the overall progress of our society. Human resources management is an important component of enterprise development. Improving the level of human resources management and its efficiency will help to highlight the current state of development of the enterprise as a whole and will have an irreplaceable impact on its future development. Strengthening the management of the human resources of the enterprise would create a favourable climate of competition within the enterprise, enabling each staff member to identify his or her job responsibilities and continuously create value in his or her job, thereby contributing to the continuous growth of the enterprise economy. Since the country's establishments cover all sectors of activity, the improvement in the level of human resources management in the establishments has also contributed to improving the level of services provided by the establishments and ensuring quality of life for the people. The strengthening of human resources management has, to some extent, had an important impact on and contributed to the development of the enterprise. Relevant managers should clarify their own management responsibilities and strengthen the management of human resources。
Problems in the management of human resources in the current enterprise
2. 1 poor governance
The reform and opening up of our country has so far been accompanied by a corresponding change in institutions, but not much progress has been made in the management concept. At present, most of the country's business managers are lagging behind in the management of human resources, failing to apply new management concepts in line with current trends and progress in society, and well coordinating and managing human resources, resulting in many gaps in the actual management of human resources that are not achieving the desired management results. In addition, some managers, in their human resources management work, have focused their work on promotion and salary distribution, and have not been fully aware of the role of improving the professionalism and professionalism of their staff and have not been able to properly deploy and optimize the human resources available at the enterprise level. In this context, managers in some establishments are not motivated to work, are unable to create effective value in their jobs and are unable to contribute to the sustainable development of their establishments。
2. 2 lack of improved management mechanisms
Human resources management had begun to receive attention from the heads of a number of departments, but the quality of human resources management was influenced by inadequate management systems and was unable to fulfil its value and role. In the conduct of human resources management, the relevant managers do not have a precise function of locating their jobs. The majority of staff in human resources management perform simple attendance, or after the end-of-month review and recording of attendance by all staff, this information is then included in the records of the unit staff as the main basis for the distribution of salaries and entitlements. This is an essential element of human resources management in the enterprise, but some human resources management staff do only these tasks in their day-to-day work and do not complement the human resources management system with the direction and content of the current enterprise, which does not effectively improve the quality of human resources management. This is due to the lack of rules governing the work of managers, which results in a lack of relevance and focus on the work of those managers。
2. 3 lack of incentives
At the present time, the low motivation of employees in our establishments has become a widespread problem, reducing the overall competitiveness of the establishments. The unequal distribution of salaries and entitlements in the day-to-day work of some human resources management staff makes it difficult to ensure an orderly follow-up to human resources management. If employees in the same position are paid differently, this reduces the sense of competition and innovation in the job of lower-paid employees and affects the value and role they deserve in their own job. It can even lead to a brain drain and reduce the competitiveness of the enterprise as a whole. In the face of the current problems in human resources management in the enterprise sector, the managers concerned should take these issues as a starting point to constantly innovate and improve the traditional human resources management model, taking into account the actual human resources management model and the context of the current era, thus effectively improving the efficiency and quality of human resources management。
Human resources management responses in 3 business units
3. 1 people-centred management
Human resources management should develop a people-centred management concept and focus on developing staff values. Each employee is encouraged to constantly create self-worth in his or her day-to-day work, and the managers concerned are constantly required to enrich their management skills and improve their own sense of innovation and to constantly innovate human resources management models and management tools. In the process of innovation, there is a need for a comprehensive understanding of employees ' perceptions of the future development of the enterprise and their demands for personal development. Improved pay and benefits for employees from an employee's perspective, enabling each employee to become more motivated and motivated at work. Leadership should be sensitive to the needs of the staff for their work and, to the extent possible, meet other levels of staff. At the same time, in day-to-day management, employees should be encouraged to integrate their personal development and the future development of the enterprise in an organic manner, thereby continuously increasing the value of their jobs and thus achieving win-win results. Relevant managers are also required to transform and innovate their own management concepts and continuously improve the existing human resources management system. Staff should be made aware of the importance of the level of human resources management and should be given greater oversight by personnel departments in order to effectively implement human resources management。
3. 2 development of a new human resources management strategy
The management of staff was not only the work of the department of human resources but also required an overall corporate focus on human resources management. Human resources management in most enterprise units is often the responsibility of only one department, partly contributing to the lack of full sharing of human resources management information. Human resources management is too adamant to integrate effectively information on the future development of the enterprise and its operations, so that decisions taken by the human resources management department do not provide strong support for the operation and development of the enterprise. In order to address this situation, the lead department of the enterprise can distribute human resources management to the various departments, integrating human resources policy and the future direction of the enterprise's development from a strategic perspective and continuously improving the position of human resources management. In addition, relevant managers are required to use the current state-of-the-art information technology to build human resources management information systems, to increase the transparency and openness of human resources management information and to facilitate easy access to human resources management information by the head of the enterprise。
3. 3 focus on human resources development
In the human resources management model of the enterprise in the context of the human resources value chain, emphasis is placed on developing and nurturing the value of the work of staff. In the conduct of human resources management, the relevant managers of the enterprise should fully exploit and develop the value of their work from the recruitment chain. In the recruitment process, emphasis must be placed on the practical competence and level of performance of personnel. A thorough examination of the job adaptability and adaptability of the personnel is conducted in the subject of the examination, so that they can quickly adapt to the needs of the post and its content. They also focus on the training of internal staff. Training activities need to effectively integrate skills training and the development needs of enterprises, with a focus on the training of elite or skilled personnel in some sectors. Training activities should not only inform internal staff about theoretical knowledge and job needs, but also focus on developing professional ethics and legal awareness among staff and effectively improve the level and quality of work of individual staff members, thereby highlighting the value of training activities。
3. 4 improved staff appraisal system
In order to motivate more employees to constantly create value and self-value in their respective positions, managers in the relevant establishments can improve the system of performance appraisal of employees from the point of view of value evaluation, taking into account the job status and value of the job. Prior to the implementation of the new staff appraisal system, it is important for the relevant managers to strengthen the awareness-raising system so that each employee is properly aware of the way in which the performance appraisal is conducted and of the main elements of the appraisal. Staff members can effectively link their work to organizational goals and constantly enhance their self-worth in the light of the future direction and priorities of the enterprise. In improving the staff appraisal system, managers must be clear about the appraisal system so that it acts as an incentive for staff, rather than as a rigorous means of vetting. In the course of the appraisal process, there is a need to fully integrate and summarize staff literacy and performance in order to ensure that the results of the performance appraisal are of a scientific nature and that each employee can agree with the results of the performance appraisal。
4 concluding remarks
The current model of human resources management in the enterprise sector is also problematic and severely inhibits the normal development of the enterprise. The relevant human resources management departments should address those issues and remove the disincentives that hindered the management of human resources at the enterprise level. The motivation of the staff should be tailored to their needs so that they can continuously create value in their positions. The efficiency and effectiveness of human resources management should be highlighted and the sustainable development of enterprises in the current knowledge economy promoted。
