“people-centred” enterprise management is an essential requirement for business management in the new era, and “people-centred” enterprise management is a major personnel management change. The development of the workforce is a prerequisite for enterprise development and social development. And “people-centred” enterprisesHuman resources managementThe basic principles and methods are: a, development and promotion of the professional qualities of the staff; b, motivation of the staff to win; c, attention to the individual needs of the human being; d, strengthening of the “people-centred” organizational design。
1. Decline employment relationships and promote ownership
Under the new historical conditions, enterprises should build a people-centred, comprehensive, coordinated and sustainable development vision that promoted economic, social and human development. People should be placed at the centre of the highest values of development, with respect for, understanding and caring for people, and with a view to continuing to meet their full needs and promoting their full development as a fundamental point of departure for development。
In order to achieve “people-centred” human resources management, enterprises must first promote a sense of ownership among their employees, reduce their employment relationship while ensuring that they fulfil their labour contracts, strengthen their sense of ownership and social responsibility, and ensure that their development is linked to the development of the state and enterprises. The idea of ownership of the enterprise should be fully reflected in the construction of the enterprise's ideas, institutions, organization, culture and welfare。
2. Emphasis on the prioritization of benefits and remuneration for efficiency contributions
A good enterprise is a criterion for creating good social and economic benefits for society, and this is the raison d ' être and premise of business development。
The benefits of enterprises are created by human beings and are distributed in a way that respects the laws of the socialist market economy, emphasizes the principle of the priority of benefits, is based on the principle of pay for work and is based on more work. Businesses that perform well at work, are highly productive and contribute significantly to the enterprise must provide reasonable remuneration and strong incentives based on productivity, actual performance and contribution, without the use of “pricot” and without evenism. Through a variety of initiatives, such as a reward for lazyness, a reward for bad performance, and a prize for dedication and contribution, an enterprise that works hard, works hard and competes for excellence, thus fully mobilizing the workforce's labour motivation and innovative initiative。
3. Institutional change is linked to institutional and self-management
The enterprise system is a series of institutional arrangements for the enterprise to achieve its stated objectives and achieve the harmonization of its internal resources with the external environment, in terms of property relations, organizational structure, operating mechanisms and regulatory norms. The enterprise system is both a vehicle for the culture of the enterprise system and a guarantee of its orderly operation. The system is a rigid rule, norm and binding on all employees of the enterprise. On the other hand, people are dynamic, people and the environment are interactive, and a good environment fosters the common development of people and enterprises, which requires a good institutional culture。
In enterprises, the culture of the enterprise system is a combination of human beings, human beings and the system of operation of the enterprise. It is both a reflection of human consciousness and perception and a form of something. The corporate system culture is the culture in which an enterprise imposes certain restrictions on the behaviour of its employees in order to achieve its own objectives. It is a requirement of commonality and strong behavioural norms. The institutional culture of enterprises, which is regulated by mandatory rules and regulations outside the employees themselves, is an integral part of the institutional culture of enterprises, which is characterized by a complex and competitive environment in which enterprises can achieve their objectives。
A good institutional culture is an important component of the business culture and the basis for the conscious compliance of employees with the systems. From compliance, compliance to self-compliance, self-management is a good expression of the institutional culture and a high level of enterprise culture。
4. Enhancing vocational training and improving vocational skills
In the age of the knowledge economy, the use of its knowledge resources by modern enterprises to generate wealth is a major trend, as is the urgent need for enterprises to participate in internationalization. Increasing the productivity of workers by upgrading their knowledge and abilities is also one of the hallmarks of modern enterprises。
In order to meet the high standards required for different engineering projects, the construction of enterprises is labour-intensive and the scientific and cultural basis of the workforce is very different. For the human resources management sector of enterprises, there is a great deal of pressure to improve the intellectual and professional skills of employees. Only timely and targeted vocational training, based on the actual requirements of the enterprise's production operations and the strategic objectives of enterprise development, can meet the requirements of the enterprise's current production and long-term sustainable development through long-term integration with short-term, universal and professional training and a well-developed education and training system that combines management and production。
5. Businesses and employees are dishonoured and benefit-sharing
The objectives of the individual employee and the enterprise can be reconciled in a regulated and harmonious construction enterprise with a good business culture. Guided by the same values, a common sense of honour and fair and transparent remuneration standards, and efficiency incentives, employees'subjective motivation, labour motivation and creativity can be fully realized to achieve their own life goals in the good development of the enterprise. In doing so, the basic management of the enterprise should be “humanized” by promoting self-awareness, self-management and self-encouraging ownership, establishing good relationships between people in the enterprise and other elements, making the enterprise's objectives more representative of the interests and objectives of the employee, and achieving both the pride and shared interests of the enterprise and its employees。
E n d
Click to access the secretary house
