Overview of modern human resource development and management mistakes
The concept of "human resource management" was first introduced by Peter Drucker in 1954 in the book "Management Practice". The management of organizations thus entered a new era. A series of management systems around the development and management of employees in the organization have taken shape and are constantly evolving and improving. In recent years, modern theories of human resource management have been introduced into China and have been widely disseminated and applied, so there have been many studies in this area, which have gradually become an obvious study.
Domestic human resource management is mainly to the People's University of China and other schools for the strong level of research, while many colleges and universities around the country have also opened this specialty, and combined with the local reality to do some practical, targeted research is very strong. For example, Guizhou University on the western backward underdeveloped areas of human resources development research is very distinctive.
At the same time, there are many researches on the misunderstanding of human resource development and management. Many experts and researchers have analyzed this problem from different angles and put forward relevant countermeasures. However, in my opinion, there are still some problems.
Human resource management is by nature a fringe and cross-discipline, and historically it is an emerging discipline. Therefore, in the process of some of the research, will inevitably be superficial, phenomenal, only on the phenomenon of the phenomenon, only on the case of the case. There is no analysis of the deeper things behind these phenomena. That is to say, there is no return to the phenomena in human resource management to the soil of sociology, economics and management that the discipline of human resource management should be examined, and even from the philosophical height to reflect. I will discuss these in the second part of the literature review. In fact, the so-called misunderstanding of human resources development and management is due to the fact that they will be human resources management from its own soil, human resources development on human resources development, human resources management on human resources management, human resources development, human resources management, flat, abstract, objectified. People are three-dimensional, vivid and free. This is a core of what my thesis is trying to elucidate, and an analysis of the reasons for these misconceptions. Obviously, this thesis is written in the vein of economics, sociology (psychology), and even management philosophy.
Second, the literature review and analysis
Synthesis of the literature, we can see that most of the research on human resources development and management of misconceptions in the following areas:
Misconceptions of the first: "human resources management" is "personnel management.
Myth one: "human resource management" is "personnel management".
This misunderstanding is in the traditional sense, is due to the lack of essential understanding of the concept of human resource management, and ignore the initiative, development and strategic human resource management. Attributed to this type of misunderstanding is also the belief that human resource management is only the work of the human resources department and has no relationship with other departments in the organization, which is still the result of the failure to distinguish human resource management from personnel management. Human resources exist in the whole organization, human resources management should be three-dimensional, not human resources management is a department to carry out the management, but each member of the organization *** with the same to participate in *** with to complete.
Misconception 2: people as "costs" rather than "resources".
For piecework workers, enterprises often regard their compensation as part of the cost of the product, either to try to suppress the wages of workers, or try to improve the efficiency of the workers, the purpose is to save on the cost of production of the product. For the majority of enterprises in China, although the labor law has relevant laws and regulations clearly stipulated, but there are still overtime, super-intensive labor problems, staff overtime time is uncertain, overtime wages are not guaranteed phenomenon also abounds. In the final analysis, people are still regarded as costs, not regarded as creative wealth and resources, not respecting people, not putting people on an equal footing. This kind of human resource development and management is a failure, and ultimately will only lead to high efficiency under the low effect as well as a large number of staff turnover.
Misconception 3: talent structure is unreasonable, simply the pursuit of low age, high education, high title.
Many enterprises and organizations blindly pursue human resources with high education, high title, low age, only willing to accept talent but not willing to give talent to grow and cultivate the environment, soil. Lack of establishment of dynamic talent optimization allocation institutions, did not achieve the dynamic matching of people and jobs. In addition, in the private enterprise human resources development and management of the relevant analysis of the misunderstanding, also pointed out that the enterprise to the talent as a "candle" rather than "battery" of this misunderstanding, that enterprises should not take the talent as a constantly burning candle, but should be regarded as a storage battery, in the continuous discharge of the talent. It is believed that enterprises should not regard talents as a candle that keeps burning, but should regard them as a storage battery, and should keep charging them while discharging them. This will inevitably lead to high barriers to entry, waste of talent resources, organizational inefficiency, redundancy and shortage of talent co-exist simultaneously.
Misconception 4: Employee training is partial, blind, lack of systematic and holistic.
In view of the growing influence of human resource management theory for business management, managers are also increasingly concerned about the development of human resources, drawing on the results of Western human resource management theory at the same time, pay more attention to the training and development of employees. Thus, the rise of a training fever. In the training of employees, often in order to seek short-term results, flow in form, flow in the surface of the business skills training and ignored the deep concept of training and development of innovative thinking, at the same time, the training is partial, the lack of planning and coherence, holistic, often think that through a training program or a few training programs once the training is completed to achieve the desired results, and for the lack of effective evaluation of the effectiveness of training, the results often lead to organizational resources and development. This often results in a waste of organizational resources, low training effectiveness and the negative feelings of employees towards training.
Myth 5: Excessive focus on material incentives, ignoring the spiritual incentives.
Maslow's Hierarchy of Needs theory divides human needs into physiological needs, safety needs, social interaction needs, love needs and self-actualization needs. Physiological needs for the most basic human needs, so most managers believe that the material wealth is to motivate and develop staff enthusiasm and creativity of the magic weapon, and that the greater the gap between the distribution of the better, a single focus on the economic benefits of human resources, ignoring the creation of a humane environment, emphasizing the treatment to retain talent rather than career and feelings to retain talent lack of humane care. In fact, Maslow's hierarchy of needs theory is very easy for people to have the illusion that human needs are divided into five levels, is divided into stages. In fact, human needs are multi-faceted, not just because the need for material is not the need for spiritual. Managers should give material incentives to employees while also giving them humane care, from the spiritual level to stimulate the enthusiasm and creativity of employees.
Myth 6: Human resource management is programmed and data-driven.
In the process of achieving organizational goals, the organization's members of the enthusiasm and creativity will not exist spontaneously, people are inert, so we need a series of programs, through a variety of indicators, figures, forms to specify the specific norms of the specific work of the people and evaluation. Programming human resource management, data easily give people the illusion that all variables can be predicted through specific figures to predict, estimate and grasp, the result is that people and their work are abstracted, planarized, and does not fully understand the human nature, but also the lack of a variety of factors, including people, including the change of the risk prediction and assessment system. Such human resource management is obviously inflexible.
Myth 7: Modularizing human resource management and development and relying solely on the leadership of managers or superiors.
Modern human resources development and management exists a big misunderstanding lies in the purely divided into several steps and several modules to carry out, this mechanical in human resources development and management will lead to the functions of the organization's overall objectives are detached from the overall lack of effective integration, and does not see people as a three-dimensional person, but according to the organization's requirements mechanically a human being, the ability to peel off, relying solely on the leader or the leadership of the superior. Ability to divest, relying solely on the leader or manager of the organization, coordination and leadership capabilities, so that people fragmentation.
Misconception 8: advocate "people-oriented management", but the essence of the dictatorship, is overly dependent on the will of the leadership.
Many modern companies are advocating the creation of a "people-oriented" corporate culture, but it is not easy to be truly people-oriented. Many enterprises are also obvious that there is exclusion, discrimination and even gang struggle, these and the concept of people-oriented are contrary to these phenomena and how to disguise and cover up can not become a real people-oriented. It should be the premise of respect for people as the basis, should not be people-oriented management as a means, should be people-oriented management for the purpose.
Third, a few additions and suggestions to the analysis of human resources development and management misconceptions
From the above on the misconceptions of human resources development and management found in the literature, we can see that most of the research and analysis of misconceptions are focused on two levels, one is the traditional level, but also the most basic level of the misconceptions of the human resources development and management of the fragmentation of human resources development and management of the program and the data . Misconceptions at this level are mainly that people are not regarded as "human beings" with dynamic creativity, but only as a flat, manipulable and materialized resource. Through the study and analysis of these misunderstandings, the people from the mechanical work of the rescue, focusing on people's subjective initiative to play, but also like the organization's management function more flexible, systematic, humane.
The other is now a common concern of the misunderstanding, that is, ignoring the idea of human-centered management, the human needs of the stage, do not see people as a system of people, one-sided pursuit of material incentives to seek the maximum utility of human resources. Through the research and analysis of this misunderstanding, the concept of people-oriented management is put forward, emphasizing the need to motivate employees with material incentives while also focusing on the cultivation of employee feelings, attracting and retaining talents with career and feelings, and not simply attracting and retaining talents with treatment. Emphasize that the organization or enterprise should strive to create a good humanistic environment that is the corporate environment, respect for employees, cultivate a sense of belonging to the staff, greatly motivate and play the enthusiasm and creativity of the staff, to guide the staff in the direction of the organization's hope to develop, to achieve the organizational goals at the same time also enable employees to achieve the needs of the self.
However, we should also note that for human resources development and management in fact there is a third level of misunderstanding, that is, the concept of human-centered management as a means to achieve organizational goals rather than the purpose, and do not really understand the connotation of human-centered management, human-centered management is understood simply to stimulate the motivation of the staff to develop human resources, pay attention to and use of human capital. So to understand the human-centered management, or people from the materialization of the framework of liberation, only to see people as a resource, in order to achieve organizational goals and the need to use a resource, people are the recipient of the management process. People are still not truly free. In fact, the real human-centered management is not to achieve organizational goals but for people's self-realization needs, people-oriented management thinking is actually the real respect for people, people's needs and self-realization-oriented, attaching importance to the role of each person, the people from the "objectification" in the liberation, the maximum development of human potential. Ultimately, in the self-realization of people at the same time, to achieve the goals of the organization
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