Author: Zhao Shuming Source:>

2 1 century social and economic development mainly depends on knowledge, and the creator and carrier of knowledge-people will replace other resources owned by enterprises (such as land, raw materials, houses, machines, etc.). ) as the most important strategic resource. At the same time, the technological revolution and economic globalization are rapidly changing the business environment of enterprises, and the human resource management of enterprises is facing various uncertain challenges such as the environment. The traditional research on human resource management needs to be adjusted to meet the new challenges. Based on this, this paper analyzes the present situation of human resource management research and discusses the future trend of human resource management research.

Start with Peter? After Peter F.Drucker put forward the concept of "human resources" in the book 1954 "Management Practice", [4] modern human resources management theory has made many new progress and produced many new research results. Modern human resource management theory has absorbed the research results of various related theories, and derived the resource dependence theory of politics, the work cost theory of economics, the human resource strategy theory of enterprise strategy, the institutionalization theory of sociology and the behavior theory of psychology, and the human resource management theory has achieved unprecedented development.

First, the classification of human resource management research

Mohoney and Desktop once divided the research of human resource management into two branches: micro-research and macro-research. In fact, the research of human resource management can be further subdivided: from the analysis level, the research of human resource management can be divided into two categories: micro-research and macro-research.

Macro-human resource management research is conducted at the organizational level, focusing on the impact of human resource management practices on organizational performance. Micro-human resource management research is function-oriented and carried out at the individual level, mainly studying the influence of human resource management practice on individuals.

Another dimension of human resource management research is the number of human resource management practices (single/compound). According to the number of human resource management practices, the research on human resource management at the organizational and individual levels can be further subdivided (see table 1).

Table 1 Research Classification of Human Resource Management

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Exercises │ │ │ │ │ │ │ │

││││││││││││

analytic hierarchy process

├————————┼—————————————————————┼—————————————┤

Empirical relationship between human resource management practice and company performance (for example, personnel, strategic human resource management (high performance))

Macro (organization), work system)

Influence of human resource management practice on employee turnover rate

├————————┼—————————————————————┼—————————————┤

The influence of personal human resource management practice (such as recruitment, training and psychological contract (such as employees' sense of organization)

Micro (individual) │ │ │

Development, performance evaluation, etc. ) │ │ Love and commitment)

└————————┴—————————————————————┴—————————————┘

Source: Reference [13].

Two, the current three important areas of human resource management research

Strategic human resource management

In the last decade of the 20th century, one of the most important changes in human resource management is that human resources are called strategic contributors of organizations, and human resource management is gradually transitioning to strategic human resource management. Regarding the "strategy" of human resources, some scholars believe that the essence of strategic human resource management is a kind of "relationship", that is, the relationship between human resource management practice and system and organizational performance. Some scholars believe that the essence of strategic human resource management is a kind of "adaptability", which mainly includes internal adaptability (horizontal adaptability) and external adaptability (vertical adaptability), that is, the adaptability between human resource management practice and competitive strategy between systems and organizations. Chadwick & Cappelli (chadwick & ampCappelli, 1999)[ 1] defined strategy in strategic human resource management as "the relationship between human resource management practices and policies and organizational output". [12] Delerit and Dotti (1996) believe that the practice of strategic human resource management includes internal career opportunities, formal training system, performance evaluation, profit sharing, employment security, employee complaint mechanism and job design. [6]

Among the research methods of strategic human resource management, there are three common research methods of strategic human resource management. The first method is to consider the contribution of strategic human resource management to organizational performance and pay attention to the influence of human resource management on organizational performance; The second method is to consider the strategic choice of human resources in the competitive environment of the organization and the influence of these strategic choices on the human resources management subsystem of the organization; The third method is to determine the degree of "adaptation" between organizational strategy and human resource management practices and policies, so as to consider the impact of these adaptations on organizational performance.

Generally speaking, according to the limitations of human resource management strategy in enterprise development, the role of enterprises in human resource strategic management, the degree of enterprise change and management methods, human resource management strategies can be divided into the following types:

Table 2 Common types of human resource management strategies

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│ A: According to the time limit of human resource strategy in enterprise development │

│ 1. Cumulative human resource strategy: enterprises evaluate and measure human resource management from a long-term perspective, so they pay more attention to the training of internal employees.

│ Talent exploration, obtaining qualified talents from within through strict screening; Take lifelong employment as the principle and treat employees fairly at the same time; Employees │

│ The promotion speed is slow, and the salary is determined according to the employee's work level and working years.

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│ A: According to the time limit of human resource strategy in enterprise development │

├—————————————————————————————————————————————————————┤

2. Utility-oriented human resource strategy: evaluate and measure human resource management from a short-term perspective, so as to provide less training opportunities for employees.

Job vacancies are filled at any time, non-life employment system is implemented, employees are promoted quickly, and individual-oriented salary payment method is adopted.

3. Auxiliary human resource strategy: between accumulation and utility: individuals should not only have technical ability, but also be excellent among colleagues.

│ Good interaction and cooperation; As for training, employees are personally responsible for learning, and enterprises only provide help.

├—————————————————————————————————————————————————————┤

│ B: According to the role of enterprises in the strategic management of human resources │

├—————————————————————————————————————————————————————┤

│ 1. Investment strategy: Enterprises usually employ different types of employees to improve their flexibility and use diversified professional skills, while enterprises and employees ...

│ Establish a long-term working relationship at ordinary times and pay attention to training and improvement; Employees' jobs are more secure, and enterprises usually attach great importance to employees and regard them as investment targets.

2. Attraction strategy: In order to control the wage cost, enterprises limit the number of employees to the maximum extent; Due to the highly differentiated work, employee recruitment and employment are both │.

│ Relatively simple, and the training cost is low; The relationship between enterprises and employees is purely a direct and simple interest exchange relationship.

│3. Participation strategy: Enterprises delegate a lot of decision-making power to grass-roots units, so that most employees can participate in decision-making, thus improving employees' participation, initiative and │.

│ Innovation, enhance employees' sense of responsibility and belonging │

├—————————————————————————————————————————————————————┤

│ C: According to the degree of enterprise change and management style │

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│ 1. Paternalistic human resource strategy: The main features are: (1) centralized control of personnel management; (2) Emphasis on order and consistency; (3) Rigid internal appointment and dismissal.

Laws and regulations; (4) Pay attention to operation and supervision; (5) Human resource management is based on rewards and punishments and agreements; (6) Pay attention to standardized organizational structure and methods.

│2. Developmental human resource strategy: The main features are: (1) focusing on developing individuals and teams; (2) Try to recruit from within; (3) large-scale development and.

│ Training plan; (4) There are more "internal incentives" than "external incentives"; (5) Give priority to the overall development of enterprises; (6) Emphasize the overall culture of the enterprise; (7) Heavy │

│ depending on enterprise performance management │

3. Task-based human resource strategy: The main features are: (1) paying great attention to performance and performance management; (2) Pay attention to human resource planning, job redesign and.

Routine inspection of work; (3) Pay attention to material rewards; (4) Conduct internal and external recruitment simultaneously; (5) developing formal skills training; (6) There are formal procedures.

Dealing with labor relations and problems; (7) Pay attention to the organizational culture of the Strategic Division.

│4. Transformation of human resources strategy: The main features are: (1) major changes in enterprise organizational structure and comprehensive adjustment of posts; (2) chop │.

│ member, adjust the personnel structure and reduce expenses; (3) Recruit key personnel from outside; (4) Conduct team training for managers and establish new "principles"

│ reading "and" culture "; (5) Breaking the traditional habits and abandoning the old organizational culture; (6) Establish a new human resource system and mechanism to adapt to the business environment.

└—————————————————————————————————————————————————————┘

Source: According to relevant information.

Table 3 Human resource management strategies are classified according to the degree of enterprise change and management methods.

Degree of change, management mode and human resource strategy

The paternalistic human resources strategy based on compulsory management is basically stable and slightly adjusted.

Step by step, constantly change the development-oriented human resources strategy based on consulting management and supplemented by mandatory management.

Task-based human resource strategy based on mandatory management and supplemented by consulting management.

Transformational human resource strategy with equal emphasis on mandatory management and high-pressure management

Source: According to relevant information.

(b) International human resources management

Economic globalization and management internationalization also make many management scholars shift their research direction from domestic and regional human resource management research to international human resource management research. In recent ten years, great progress has been made in the research of international human resource management theory and practice. In these studies and practices, international human resource management researchers have been arguing about centralized management mode and decentralized management mode. Scholars with centralized management mode believe that the key to international human resource management is to popularize and apply the concept developed in the United States and successfully applied in the international scope. Scholars who adopt decentralized management mode believe that international human resource management should formulate different management methods according to different cultures. Ricks, Toyne, Martinez and others pointed out that in international human resource management, we must consider different aspects from domestic human resource management. [5] Generally speaking, the differences between domestic and foreign human resource management research are as follows: (1) International human resource management research should include several unique dimensions, which need to pay attention to the interaction of different cultural concepts and social values, the applicability of management methods, legal and economic differences and different learning styles caused by social and cultural differences. (2) The complexity of transnational operation and the necessity of employing employees of different nationalities are the main differences between domestic human resource management and international human resource management.

In recent years, the theoretical and practical research of international human resource management mainly focuses on four areas: (1) expatriate employees, expatriate employees and their career design; (2) the function of international human resource management; (3) developing a unified model of international human resource management procedures; (4) Cross-cultural management.

(iii) Efficiency of human resources management assessment

As we all know, human resource management can bring benefits and efficiency to organizations. But how do we measure it? On this issue, Husehid( 1995) has been devoted to studying the relationship between human resource management and the financial situation of subsidiaries, [7] while Lam and Wite have also studied 14 manufacturing enterprises and found that human resource management has a certain correlation with the financial benefits of the company. [8] It is difficult to get an accurate calculation value whether it is the income of human resource management or the expenditure paid for it, which shows that it is unrealistic and infeasible to evaluate the organizational efficiency of human resource management with a simple ratio method, and it is necessary to study and develop other evaluation methods that can reflect the performance of enterprise human resource management. At present, the following methods have appeared in some management practices to evaluate the performance of human resource management. [ 10, 1 1]

1. Questionnaire survey on human resource index. Some organizations use organizational morale attitude test to evaluate the effectiveness of human resources management departments. These questionnaires try to link employees' attitudes with enterprise performance. For example, 1993, United Express Company has established an automatic employee survey system, which is considered to be the key factor of the company's success.

At present, some enterprises and researchers have further expanded the survey of employees' intentions, and developed a questionnaire of human resources index to compare the actual situation of our company with its historical situation, or with other companies, in order to seek ways to improve human resources management. Users believe that the human resource index questionnaire is effective in evaluating public opinion, overall satisfaction, employees' recognition of organizational goals and identifying difficulties or problems that need to be solved centrally; On the other hand, although the human resource index questionnaire can explain the relationship between people and enterprise benefits, it has no basis to explain the relationship between them.

2. Human resource reputation. Some experts believe that the effectiveness of human resource management is a value judgment. Therefore, what level of target performance is effective and what level of target performance is invalid should be judged through the feedback of human resource management objects. This kind of research shows that the effect of human resource management perceived by customers is directly proportional to enterprise performance. Another kind of research focuses on people who are proficient in and understand the current human resource management of enterprises, such as business executives, senior human resource supervisors, teachers, grass-roots managers, consultants and business communicators, so that they can gather together to evaluate the important factors reflecting human resource management and judge the effect of enterprise human resource management policies and measures. These two studies show that the work of human resource management department should not only be considered effective in feeling, but also require its customers to be satisfied. However, there is little evidence to show the relationship between customer satisfaction and the performance of the whole enterprise.

3. Human resource accounting. Human resource accounting studies enterprise human resources as an asset or investment, investigates the changes of enterprise human capital caused by human resource management policies and activities, such as calculating employee absenteeism and turnover costs, and analyzing the gains and losses of employee recruitment and training.

However, the slow development of human resource accounting is mainly due to some unsolved problems. Generally speaking, human resource accounting pays attention to the value and contribution of the overall human resources of the enterprise, and does not pay attention to the work performance of the human resource management department. Therefore, this method is not enough to link the performance of human resource management with the performance of enterprises.

4. Human resources audit. Human resource audit is to evaluate the effectiveness of enterprise human resource management through investigation, analysis and comparison. By developing and using statistical data and research reports, human resource audit tries to evaluate the performance of human resource management activities in enterprises, so that managers can know the existing problems and the direction of improvement.

Human resource audit focuses on the effectiveness of human resource management functions within enterprises, including the activities of human resource management departments and the management effect of their implementation process. However, the effective performance of these functions does not necessarily increase the contribution of human resources work of the whole organization to the organization. Therefore, human resources audit is necessary and important, but it is not necessarily a very effective method to evaluate human resources functions.

5. Human resource case study. The case study of human resources is to summarize its successful experience and existing problems through the implementation of specific cases of human resources management planning, policies and practices. Successful case studies are of great value and can be publicized with less cost.

As an evaluation activity, case study method is not a standard to measure the performance of human resource management, but a proof of the success of an activity; It usually cannot track and evaluate a specific plan or the whole work, but is only a one-time inspection at a certain point in time; Usually based on subjective judgment. In addition, the judgment of the success of the project is also influenced by other factors.

6. Human resource cost control. Generally speaking, carrying out human resource management activities will bring about cost changes. Therefore, one way to evaluate the performance of human resources is to measure the cost of human resources and compare it with the standard cost. Some organizations compare it with other organizations, especially similar organizations.

Through the accounting and comparison of various costs, the performance of human resource management can be monitored, but the standard data used for comparison may not be effective. Usually, human resource cost control methods only use part of the records of enterprises.

7. Human resource competition benchmark. A benchmark is a model or measure used to compare or contrast something. The benchmarking method is to compare the specific comparison indicators with those of other "best practitioners" organizations. The most common benchmark performance evaluation indicators of human resource management are: the percentage of total salary to total pre-tax income, the share of internal management positions, the proportion of unit employee sales and allowances to wage costs. [2]

One way to evaluate human resource management is to calculate various ratios. These ratios can be calculated and compared every year to provide information about changes in human resources work. Comparing ratio indicators according to the benchmarks obtained from national statistics is the best way to determine the effectiveness of human resources. Enterprises should conduct a comparison activity once a year, and find out the problems and progress of human resource management through comparison in different years.

8. Key indicators of human resources. Some scholars in the United States put forward to reflect the performance of human resource management with key quantitative indicators to evaluate organizational performance, but the lack of suitable database often becomes one of the difficulties in evaluating the contribution of human resource management to organizational performance. The key index data used for human resource evaluation need enterprises to establish human resource management information system for long-term collection, collation and analysis. This is also a direction worth exploring in human resource management.

9. Human resource utility index. Some enterprises try to establish an index to measure the efficiency of human resource management. The employee relationship index established by General Electric Company (GE) in 1950s consists of eight representative indicators reflecting employee behavior.

Another way to measure human resource management is Human Resource Performance Index (HRPI). It is established by using a large number of human resources system data, and the developer claims that it can be successfully used to evaluate the work of enterprises in recruitment, selection, training and retention. However, there is still a lack of attempts to compare it with organizational performance.

The most comprehensive study was conducted by American scholar Jack? The human resource efficiency index developed by Phillips. His research on eight industrial sectors and 9 1 enterprises shows that there is indeed a certain relationship between human resource performance and organizational effectiveness. [3]

10. Human resource management by objectives. Peter, a management guru in the 1960 s? Drucker put forward the method of management by objectives (MBO), that is, to determine the overall objectives of an organization, decompose them layer by layer, and implement them to all units or individuals, supplemented by various evaluation policies and measures, so as to promote the realization of organizational objectives. The goal setting process must have the following characteristics: clear, evaluable, timely, challenging and achievable, realistic and understandable by all participants. Goals must be expected by managers and necessary to achieve high-level performance.

1 1. Human resource profit center. In recent ten years, the internal market of western enterprises has increasingly become a significant development trend. The so-called internal market? It is to regard the enterprise as an enterprise society composed of entrepreneurs. They buy and sell in enterprises as in external markets, and develop new products or services. No matter inside or outside the enterprise, only by adopting business philosophy can they make the enterprise adapt to the change quickly and effectively. The human resource management department operates as an independent profit center, which can charge fees for its own services and planned projects, and sometimes compete with services provided outside the organization.

12. Input-output analysis. Leontief (1988), a Russian-American economist and Nobel laureate in economics, first put forward the input-output analysis method. [9] Applying this method to analyze the efficiency of enterprise human resource management, the value created by human capital is the balance of total output after deducting material input (including depreciation), and its value can be attributed to the efficiency of human resource management. When using input-output analysis technology to evaluate efficiency of human resource management, the main problem lies in the input accounting of enterprise cost. If we only evaluate the benefits of a single human resource management activity, it is necessary to calculate how many enterprise benefits this activity has created. Generally speaking, we advocate that the efficiency of human resource management should be measured as a whole when using this technology for evaluation.

13. Human resource index. Professor Schuster of the United States put forward a human resource index consisting of 15 factors, namely: reward system, information communication, organizational efficiency, caring for employees, organizational goals, cooperation, internal satisfaction, organizational structure, interpersonal relationship, organizational environment, employee participation in management, work groups, inter-group collaboration ability, front-line management and management quality. Researchers have investigated many enterprises in the United States, Japan and Canada, and established regional standards and international standards on this basis.

14. Evaluation method of applied human resources research. Human resource research is to determine the effectiveness of past and present human resource practices through data analysis. Usually it can be divided into primary research and secondary research. Initial research is to collect first-hand information for a project research; Second-hand research is to use other people's works, professional journal papers or other sources of existing information to engage in research. The commonly used initial research models include experiments and model projects, employee attitude surveys and exit interviews.

There are different assumptions and methods for the evaluation of enterprise human resource management. Although there is no recognized success tool at present, it should be pointed out that the result of human resource evaluation is not the goal of enterprise management, and evaluation itself is a management tool. Through evaluation activities, the efficiency of enterprise human resource management can be improved, especially the contribution to the realization of organizational goals. The evaluation of human resource management efficiency is one of the topics that need to be explored in human resource management.

Three. Concluding remarks

Human resource management is a brand-new and eternal topic. With the continuous progress of science and society and the continuous development of various disciplines, the theory and practice of human resource management are also developing. Therefore, we must constantly apply the theory of human resources to practice in order to truly realize the value of "good people" and accelerate social progress. From this point of view, this paper discusses the new progress of human resources theory and some of our research. Of course, these are not enough. I hope this article can arouse more thoughts on human resource management and development.