The role of corporate culture and human resource management in enterprise management

Corporate culture and human resource management have similarities in strategy, system, human capital operation, employee's professional ability, etc. The organic combination of the two is the key for enterprises to improve their management level and maintain scientific, healthy and sustainable development.

1. Corporate culture construction and human resource management are the embodiment of humanization of enterprise management.

The human resource management department should not only undertake administrative affairs, but also pay more attention to the strategic work of the organization, emphasize people-oriented and strive for scientific and humanized management methods. Corporate culturists regard organization as a kind of culture. They believe that successful enterprises grow through purposeful but unpredictable evolution, and they also emphasize that different enterprises, especially outstanding enterprises, are regarded as different cultures. They also summed up eight cultural characteristics of excellent enterprises: action first; Close to customers; Self-employment; People-oriented; Values; Industry-oriented; Better troops and simpler administration; Combine leniency with strictness.

from the above, it can be seen that in the process of enterprise development, people-oriented, respecting and caring for talents, and stimulating the creativity of talents to the maximum extent, this is not only the purpose of applying corporate culture to management, but also the purpose of human resource management.

2. Both of them serve the development strategy of enterprises

With the development of the times, human resources have become more and more strategic resources of enterprises. The role of human resource management has gradually evolved from single functional management to comprehensive management, and the strategic landing of enterprises also needs the comprehensive support of human resource management. On the one hand, enterprises should formulate the overall thinking and planning of human resource management with the realization of strategic objectives as the center; On the other hand, the main function of enterprise human resource management must also be designed and operated around the strategic landing. In addition, the core resources of enterprises are becoming more and more knowledgeable, which makes human resources more and more an "active" asset of enterprises, and makes human resource management itself an important link of enterprise development strategy. It is not difficult to see that human resource planning is a part of the enterprise's business strategy planning, serves the enterprise's business strategy, is the goal, plan and method of human resource allocation determined by the enterprise to achieve the business strategy, and is the "leader" of enterprise's human resource management.

compared with human resource management, the function of corporate culture is unwilling to be weakened. The times and advanced nature of enterprise culture construction are closely related to strategic planning and serve the strategic needs. From the perspective of strategic implementation, corporate culture can serve the implementation of corporate strategy, but it may also restrict the implementation of new corporate strategy. After the enterprise strategy is formulated, all members need to actively and effectively implement it. Without implementation, even the best products, technologies and services can't generate value, and even the best corporate strategies are castles in the air; If the implementation is not in place, it will be difficult to see the sustainability of enterprise development and growth. It can be seen that corporate culture has a vital influence on the process of strategic implementation, especially the strength of strategic implementation. When the enterprise strategy is consistent with the value concept advocated by the enterprise culture, these functions can be well demonstrated. Because corporate strategy is radiated by corporate culture from the time it is formulated, employees are relatively easy to accept the strategic objectives of the enterprise. When the strategic goal of the enterprise permeates the enterprise culture and becomes the common pursuit of employees, the enterprise's career becomes the employee's career, and employees will show a high degree of consciousness and voluntariness when implementing the enterprise strategy.

3. Enterprise culture supports the optimization of human resource management

In the process of enterprise management, it is an important content of enterprise culture management to attach importance to human resource development and implement people-oriented management. The core of corporate culture management is to respect people, stimulate people's enthusiasm and enthusiasm, focus on meeting people's reasonable needs and mobilize people's enthusiasm. Through the cultivation of corporate culture and the promotion of corporate management mode, corporate culture management enables employees to form * * * identical values and * * * identical behavior norms. The support of corporate culture for human resource development is embodied in all aspects of human resource management system.

(1) Human resource planning should embody humanistic care culture;

(2) In terms of salary management, post salary should reflect the culture of fairness, performance salary should reflect the culture of encouragement, and broadband salary should reflect humanization;

(3) The performance appraisal system should embody a win-win culture between employees and enterprises, and the subject and object of performance appraisal, and a good communication culture should be embodied in the process;

(4) The promotion management and promotion process should embody the culture of openness, fairness and justice, and the promotion result should embody the concept of employing people;

(5) The recruitment system should allow talents who agree with the corporate culture to enter the enterprise, reduce cultural conflicts, and the recruitment methods and ways should match the corporate culture;

(6) The training system should be responsible for shaping a good corporate culture, implementing a people-oriented culture, and shaping a corporate brand culture.

4. Human resource management assists the landing and growth of corporate culture

(1) Human resource management meets the landing and growth of corporate culture by defining and cultivating the quality of employees. Human resource management determines who an enterprise recruits, what training it provides, what employees it promotes and rewards, and what employees it focuses on, which will send a clear signal to all employees, and there are corporate culture factors in the connotation of this signal. If the quality of the selected and trained employees is consistent with the cultural requirements, employees will consciously follow the culture of the enterprise, and culture will play a normal role, which is also conducive to the landing and growth of culture; If the requirements of human resource management on the quality of employees are inconsistent with or deviate from the factors of existing corporate culture, it will lead to the fact that the quality of employees can not meet the needs of cultural management, and it will be impossible for employees to recognize and comply with corporate culture, and corporate culture will become a mere formality. Therefore, the human resource management of enterprises will effectively strengthen the corporate culture.

(2) Human resource management is one of the main factors to be considered in the process of corporate culture construction in the new era. In the process of corporate culture diagnosis and analysis for customers, our corporate culture consultants often take human resource management analysis as one of the main elements in the analysis of management status. This includes whether the responsibilities of the human resources management department are clear, whether the functions are properly and fully played, whether the formulated system is scientific and reasonable, and whether the implementation is in place, which will be reflected in the analysis report, which is also the concern of the top managers of enterprises. On the other hand, the specific embodiment in human resource management is fully considered in the business philosophy and management thought of the corporate culture concept system.

(3) Human resource management guides employees in corporate culture in selecting and using talents. The human resources department will intentionally or unintentionally reveal and convey the culture of the enterprise to the candidates when releasing the recruitment information or during the recruitment process. Induction training for new employees, enterprises should train employees in corporate culture, so that new employees can understand and feel the corporate culture, thus influencing and changing their thoughts and behaviors and integrating them into the corporate team as soon as possible. Secondly, it is an important part of human resources work to cultivate and select talents who respect and believe in the core values of enterprises as the backbone of the company's employees.

(4) The formulation and implementation of human resource management incentive system plays a perfect role in corporate culture. Human resource work integrates the abstract core values of corporate culture into the practice of human resource management activities. If corporate culture is integrated into employee's performance appraisal, employees will be influenced by corporate culture day by day and respond to it, employees will constantly revise their original values and ways of thinking, make themselves a member of the corporate culture, and employees who agree with corporate culture will strengthen their sense of identity. Thus, human resource management system is one of the important means to promote and improve corporate culture.

in order to better understand the role of corporate culture and human resource management in enterprise management, we might as well take a look at the case of Toyota Motor Corporation of Japan, which organically combines the two.

established in the late 1931s, Toyota Motor Corporation of Japan has 8 factories with 45,111 employees. Its products are mainly automobile parts, including steel, colored products, chemical fiber products, plastic products, rubber, glass, and various daily necessities. At present, Toyota Motor Corporation ranks third in the world's automobile manufacturing industry after General Motors and Ford Motor Company of the United States.

people in the business management generally believe that Toyota's successful experience is to accumulate talents, make good use of talented people, attach importance to the cultivation of employees' quality and establish a good internal image of the company. In Toyota's corporate culture and human resource management, it is proved that "a higher education level and the establishment of enterprise talent training system are the basis for the rapid development of enterprises and even social economy". When it comes to the key and goal of Toyota's personnel management and cultural education, Toyota's president once replied: "The essence of personnel management and cultural education is to mobilize everyone's enthusiasm through education."

Toyota has planned to implement the main business education for the new employees, so as to cultivate them into people with independent working skills. The scope of education in Toyota is not only limited to vocational education, but also informal education that goes deep into personal life. Informal education, called "various activities of interpersonal relationship" in Toyota, is a unique educational model of Toyota, which is the education about people's ideology. The core of informal education is to solve the relationship between people in the workshop and cultivate interpersonal relationships of mutual trust. Its activities mainly include: group activities within the company; Personal contact and "predecessor" system; Adopt the practice of "hometown communication".

From the successful practices of Toyota Motor Corporation, we can easily find that in human resource management, recruiting and attracting superior talents is regarded as successful human resource management. However, it is necessary to "recruit, retain and use well". In addition to the common technical means of human resources, it is also necessary to combine human resources management activities with corporate culture, instill the core content of corporate culture into employees' minds and reflect it in their behavior, which is also the key to the formation of corporate culture.

fourth, give full play to the positive role of human resource management in the process of corporate culture construction, and escort enterprises to realize cultural management as soon as possible

In the process of corporate culture reform, we believe that the corresponding adjustment of human resource management system can promote the formation of new corporate culture. The human resource policy of an enterprise directly affects the behavior of employees. When the human resource policy changes, the behavior of employees will also change. After redefining the cultural connotation of an enterprise, adjusting the human resource system according to the new cultural connotation can ensure that the human resource policies, systems and key indicators of the enterprise effectively support and strengthen the new enterprise core values and enterprise rules. Although the human resources department of an enterprise is not the main body of corporate culture construction, it plays the role of mobilization, coordination and organization. Therefore, we should give full play to the role of human resource management in the process of corporate culture construction.

1. The human resource management department should actively participate in the corporate culture construction, and the head of the human resource department is also a member of the leading group of the corporate culture construction department. In addition to participating in the construction and implementation of corporate culture system, we should also integrate the related work of corporate culture into the work of our department and pay enough attention to it.

2. Human resource planning should be combined with the vision, mission and core values of the enterprise. The vision, mission and core value of corporate culture should be reflected in the overall objectives, policies, implementation steps and total budget of human resource management during the planning period. The management concept of an enterprise should be embodied in the business plans such as personnel recruitment plan, distribution plan, promotion plan, education and training plan, salary plan, insurance and welfare plan, labor relations plan and retirement plan. By doing so, human resource planning can be based on evidence and rules, reflecting the connotation and essence of corporate culture and contributing to the landing and growth of culture.

3. Human resource management should combine the enterprise's values with the employment standards. In the process of employee recruitment, through pre-recruitment, to ensure that enterprises recruit people suitable for their own corporate culture. Before the recruitment, it is necessary to describe the overall image of the person to be recruited. During the recruitment interview, by analyzing the personality characteristics and values of people and comparing with the interview requirements and standards, unqualified people will be stuck outside the door of the enterprise, and finally people with high cultural identity will be selected.

4. Human resource management should embody the role of corporate culture in salary management and promotion management. Only by following the principles of openness, justice and fairness in salary management and promotion management can employees feel that their values are valued and their personal abilities are recognized, and most employees can have great enthusiasm for their work and self-growth. Promotion management must be consistent with the enterprise's talent concept. Only in this way can employees accept the enterprise culture and consciously put it into practice according to the requirements of culture and form habits.

5. Human resource management should run through the requirements of corporate culture in enterprise training, which includes vocational training and non-vocational training. Especially for non-vocational training, it is necessary to change the model of copying mechanically and adopt some flexible ways, such as informal activities, informal groups, management games, management competitions, etc., to convey the core values of enterprises to employees intentionally in these activities, and influence their behaviors subtly.

6. Human resource management should integrate the requirements of corporate culture into the assessment and evaluation of employees. When evaluating employees, in addition to performance indicators, it is also necessary to carry out specific quantitative assessments on ethics and behavior. It is particularly important to point out that in the assessment system, the connotation of corporate values should be injected as a part of multiple assessment indicators. The interpretation of corporate values should be carried out through various behavioral norms, and the purpose of interpreting corporate values can be achieved by encouraging or opposing certain behaviors.

7. In the process of forming corporate culture, human resource management should be combined with the communication mechanism of the enterprise, so as to achieve the same understanding from top to bottom as far as possible and form a sense of identity in the minds of employees. This requires that human resources work should not only deal with technical and unique work of human resources department, but also require all managers to participate in it, form the overall ability of human resources management of the company, transmit attractive competitive advantages through the human culture of the enterprise, and shape a good corporate image.

in the face of increasingly fierce competition in domestic and international market environment, enterprises must carry out their own changes with the changes of the environment if they want to keep their foundation evergreen. In this kind of change, the matching adjustment of enterprise human resource management mode and enterprise culture should also be carried out simultaneously, and the stagnation of either party will make the enterprise suffer heavy losses. Especially in the process of corporate culture construction, people