Enterprise Human Resource Management-英国硕士论文代写－r51due

英国essay论文精选范文：“Enterprise Human Resource Management”，这篇论文讨论了企业人力资源管理。在知识经济时代，人力资源代替物质资源成为企业发展最根本的资源，这要求企业内外部不可避免地发生改革，而人力资源管理也必然面临新的挑战，所以企业必须不断创新适应竞争模式的改变，把人力资源管理提到战略高度，并建立适合自身企业的人力资源管理体系。企业要想拥有更强大的能力和竞争优势，就必须全面提高企业的人力资源能力，并不断创新，形成并实施人力资源管理战略，建立适合自身企业的人力资源管理体系，以使企业不断发展壮大。

In the era of knowledge economy, human resources instead of material resources become the most fundamental resource of enterprise development, which requires the inevitable reform of enterprise internal and external, and human resource management is bound to face new challenges, so enterprises must innovate to adapt to changes in competition, The human resources management to a strategic height, and establish their own enterprise human resources management system.

Knowledge economy is aimed at economic globalization, the information technology revolution and by the information technology revolution, driven by high technology industry as the leading economic. It is based on the information revolution and the globalization of the market-based economy, economic growth is mainly dependent on the production of knowledge, dissemination and application. In the new economic environment, the traditional competitive advantages of enterprises, only to quickly build their own human resources competitiveness, is to maintain the survival and sustainable development of the guarantee. Therefore, the development and management of human resources, knowledge economy has become the core business functions of the times.

In the era of knowledge economy, the core factors of production supporting economic growth have been changed from former natural resources, labor force or capital to high technology and innovation with high knowledge content and large amount of information. In the traditional economy, enterprises rely on the cost management, quality management, development and innovation capacity in the new environment to add new content, social and economic development depends on the strategic resources of the focus has shifted to people. Therefore, in order to adapt to the requirements of enterprise survival and development in the era of knowledge economy, human resources management is also undergoing some new changes.

Knowledge-based staff to become the focus of human resource management. The Age of Knowledge Economy. The intellectual component of social productive forces is becoming the decisive factor in the development of social economy. The knowledge workers who master the knowledge and information have become the masters of the enterprises. They create, support and develop the enterprises. Knowledge workers become the focus of enterprise human resource management, knowledge creation, transmission, application and value-added become the main content of human resources management.

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Human resources management from tactical management to strategic management. The traditional personnel management job analysis and work design, personnel recruitment and configuration, salary design, staff training and other transactional management, belongs to the human resources management tactical management. It is usually concerned about the enterprise at this stage, the existing human resources management and use of human resources development of enterprises lack of long-term planning and co-ordination.

Human resources management into the whole process of dynamic management. Modern human resources management, emphasizing the people as the center, the people as a guarantee that organizations in the fierce competition in the survival and development of special resources. Focus on the development and utilization of human resources, to provide them with the creation of various conditions to promote their subjective initiative and their full potential out, and this management thinking throughout the staff hiring, training, assessment, use, transfer, incentive, Work process, the staff of the whole process of management.

Because the development of knowledge economy no longer depends on material, capital and other factors of production directly set people, but depends on the knowledge of innovation, processing, dissemination and application of knowledge substitution has become the main source of innovation profits, innovation ability And the application of innovative knowledge has become the soul of enterprise survival and development. However, there is no high-quality employees, there is no innovation of the main source of profits, innovation and innovation knowledge has become the application of enterprise survival and development of the soul.

Knowledge management is the central task of human resource management. Knowledge economy, knowledge acquisition, knowledge utilization and knowledge innovation have become the key of enterprise development. Therefore, human resources management from the original material, capital management into a comprehensive knowledge, systematic and integrated management and use. The so-called knowledge management refers to the process of identifying, acquiring, developing, decomposing, storing and transmitting the knowledge resources owned by enterprises.

Management strategy innovation, human resource management to a strategic management level. Traditional emergency human resource management always deals with the urgent need of human resources, but in today's uncertain social environment, the key to success or failure of competition lies in the establishment of a rapid response organization to the changing environment. Human resources management to become through the human resources strategy to help organizational change, determine the organizational change model. And through human resources planning for enterprises to provide the necessary personnel for future strategy implementation, which requires integration of human resources and organizational strategy, a strategic human resources management. The main contents of strategic human resource management should include:

The external environment analysis, such as the labor market, the trend of government policy change, the dynamic development of the economy, such as monitoring and analysis, found in the external environment of opportunities and threats for the human resources management strategy to provide the necessary information basis.

Analysis of the organization within the various types of staff size, changes in the capacity, technical expertise, etc., for the implementation of human resources management strategy to provide feasibility.

The human resources and organizational strategy integration, to determine the strategic objectives of human resources management, that is, in predicting the future demand for human resources structure, based on the demand, the organization of internal and external supply of the number and source.

Development of action programs, development of policies to meet current and future needs of personnel, specific personnel maintenance, expansion and reduction of personnel work program.

Strategic evaluation, due to the environment, government policies, technology, within the organization are constantly changing, when the action program, the implementation of the strategy on a regular basis to assess the effectiveness of the strategy through timely feedback to revise strategic objectives and action plans to adapt to changes in the environment.

Management objectives innovation, the establishment of career management system. According to Maslow's hierarchy of needs and the human nature of knowledge workers, knowledge workers focus more on how to maximize their potential and achieve self-worth in order to achieve greater success in their careers. Therefore, the management of employee's career includes staff career management to provide staff with the necessary education, training, job rotation and other development opportunities, and give employees a wide range of career guidance and counseling to promote the realization of employee career goals, the main contents include:

The organization should understand the interest, hobbies and pursuits of the staff, evaluate the employees' abilities and potentials, and according to the results of the assessment, position the new employees to help them redesign or adjust their careers.

The organization should establish a comprehensive information management system in the internal, to provide staff with fair and complete information, personal goals and organizational goals to achieve integration, and to assist staff personal career goals of self-adjustment and implementation.

The organization shall, in conjunction with its own development strategies and individual career development plans, provide the necessary vocational training and counseling.

Organization through the evaluation of human resources timely organization of personnel adjustments, so that the entire organization's human resources structure reasonable optimization, and maintain a dynamic balance; at the same time, regulate the organization of interpersonal relationships and working relationships, inspire staff enthusiasm, Good organization to achieve the individual's career management.

Management innovation, flexible management has become an important form of human resources management. Knowledge-based economy era, knowledge-based employees are the focus of human resources management, they generally have the section of autonomy, more emphasis on self-guidance at work, self-management capacity is growing. This requires the management of their behavior must be rigid from the rigid management to "people-centered" performance-based flexible management flexibility. Flexible management of the use of the organization's common values and business philosophy. The main contents of flexible management include:

Provide employees with independent work environment, decentralization, employee participation in leadership decision-making, employees feel their value in the enterprise, pay attention to staff personal growth, increase human capital investment, improve personnel training mechanism, provide learning opportunities for employees .

The establishment of a comprehensive performance evaluation system, fair, just and open evaluation of staff, to provide staff with information feedback, contribute to self-development staff.

Focus on the staff and in particular the core staff of the exchange, mobilize the enthusiasm of the staff, foster employee awareness of the organization's identity and participation, improve staff satisfaction and sense of security.

Diversification of incentive mechanism, according to the needs of employees at different levels, to take a combination of material incentives and spiritual incentives, long-term incentives and short-term incentives, etc. combined.

Practice has proved that in the knowledge economy as a leading economic premise, only to strengthen human resources management, enhance the core competitiveness of enterprises in order to enable enterprises to win the initiative in development. Knowledge-intensive era of knowledge-intensive, diversified development and other characteristics, so that the management must clearly understand the human resources to replace the scarcity of material resources, has become the main driving force of economic growth, become the most fundamental source of enterprises, facing new challenges, Enterprises to have a more powerful ability and competitive advantage, we must comprehensively improve the human resources capacity of enterprises and innovation, the formation and implementation of human resources management strategy, to establish their own enterprise human resources management system to enable enterprises to continue to develop grow.

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