人力资源管理实务1

Assessment task 1詻筱敉Outcomes(s) covered 11 The definition of human resource management.Human resource management makes a clean sweep of all process about enterprise human resource economic activity, also maintaining a qualified workforce-human resource-in ways that contribute to organizational effectiveness. It use scientific way give the human resource combine with a certain material resources a reasonable training, organizing and distributing, make human resource and material resources keep a reasonable ratio. Thus can maximum achieve the object of the organization. Also it introduced as a term to reflect how organizations achieved the best from their employees, and recognized that the best way to compete in an ever-increasing worldwide market was to have highly motivated people.2. (1) The difference of human resource management and personnel management.The terms personnel and human resource management are used inter-changeably by both organization and academics.①The difference of manage conceptPersonal management is consider people as “tool”, tends to be bureaucratic, mechanistic and centralized with formally defined roles. But human resource considers people as “resource”, emphasize produce and develop. It focus on the commitment of employees; more organic, flexible and resourcecentred.②The difference of manage methodPersonnel management is shorter-term and reactive, regarded as Marginalized management function. HRM takes a longer-term, proactive, strategic view, with the emphasis on helping the organization to achieve business success, regarded as Strategic management function.HRM is intergraded into line-management, rather than focused on specialist/professional roles. Also it focuses on the commitment of employees, rather than their compliance. Personnel functions tended to be bureaucratic, mechanistic and centralized, with formally defined roles. They are regarded as workforce-centered. Human resource management is more organic, flexible and resource-centered.③The difference of manage contentPersonal management is recruitment new staff and fill the vacancy. In other ways, give approach people the approach work. Human resource not only has this function, but also responsible for plan the work and coordinate the relation of the work.(2) The evolution of personnel and human resource management.The first stage: social justiceEvaluation of Personnel management started in 19th century. During the 1800‟s governments began to feel pressure from the working class masses who started to question and defy the power of the aristocracy. This was called the social reform. The working class began to form workplace combinations and trade organizations to provide a collective voice for their rights. The first Trade Union Conference held in 1868. The personnel functionary arises from the work of nineteenth century socialreformers.Robert Owen, a famous social reformer, looked upon trade unionism not just as a means for protecting and improving workers‟ living standards, but also as a vehicle for changing the entire political and economic order of society. Owen experimented with co-operative ventures and …labor exchanges‟; both attempts to bypass the existing order of wage slavery.Moving into the early twentieth century, many firms introduced subsidized housing, appointed welfare officers and developed sick pay and unemployment benefit schemes. Miss Mary Woods was appointed the first personnel officer in 1896, her title was Welfare Officer and as the title indicates she was responsible for the welfare of the workforce.The second stage: human bureaucracyGrowth in PM 1914-1939. The exact growth of personnel management started during First World War. The supply of welfare officer made mandatory by government. The title labor manager or employment manager came in the year 1920 in engineering industry and other industries where the factories was very huge to handle absence, recruitment, queries over business and so on.Second World War increased the importance of having personnel department. In the early twentieth century, personnel began to move away from its primary focus on welfare. This was a period in which large-scale industrial organizations began to emerge. Personnel as a specialism started to take shape, with responsibility to look at areas such as organizational design and staffing. Some social scientists‟studies promoted the development of PM.The third stage: consent by negotiationDuring the 1950s and 1960s, the personnel function widened its role in organizations to include a bargaining role. Industrial relations became a key personnel role. The statutory duty placed on nationalized industries required them to negotiate with unions representing employees.The role of HRM has gain more important in the year 1980. There was a complete shift from post war collectivism and towards individualism and changes in structure of economy. Some people thought that HRM was evolved to solve union problem as there is an demand to take care of employees of an organization as a whole it performs different function.The fourth stage: organization and integrationFrom the early 1980s, the Human Resources Management functions is complex and as such has resulted in the formation of Human resource departments/divisions in companies to handle this function. The Human resource function has become a wholly integrated part of the total corporate strategy.Personnel specialists began to develop a closer role in the management of organizations, rather than dealing principally with employee issues on their behalf. The period also saw the growth of personnel as a career, with opportunities to specialize in specific areas. The practitioners of HRM are required to get certification. Information technology become increasingly important, as managers requested more complex employee information.(3) The key functions of human resource management.Human resource management has five functions; each of them has its corresponding activity.1 ProcureIt includes analysis of work, workforce planning, recruitment, selection, employ and so on.①Analysis of work: it is the basis work of human resource management. In the process will describe every post‟s task, duty, environment and qualifications.②Workforce planning: this activity is coordinate with the effective supply of human resource and the demand of organization about the quality and quantity of personnel. It‟s the process of assessing a company‟s current and future labor needs. It must consider not just overall employee numbers but also the skills that will be required within the business. Workforce planning also involves managing any training and recruitment process to ensure the organization has the right staff in place.③Recruitment and selection: recruitment basis on the attract level of people choose the best way. As to choose has many methods, e.g. Interview, application table and so on.④Employ: through staff training, arrange work for qualified people.2 KeepThis function includes two sides activities: one hand is keep the work enthusiastic of staffs, like compensation, effective communication and so on. On the other hand is keep healthy and safety work environment.3 Develop①Staff training: training doesn‟t simply focus on technical skills and knowledge. Most employees have direct contact with customers, so it is important that they have good people skills. According to the depend about people, work and organization make training planning, choose the effective way and give a evaluate at last.②Occupation develops management: assist the staff make a personal develop planning, coordinate with personal develop and organization develop, at the same time satisfy the depend of personal develop.4 EvaluationsIt includes work evaluate, performance assess, satisfy investigate and so on. Among them performance assess is the core, it‟s the basis of some important decision.5 AdjustThis function made up of personal distribute system, promote system and so on. Every concrete activity of human resource management is according to a certain processes spread, both of them has relation. Towards an organization, human resource management can begin from an segment, however it will become a close system at last. In other words it should ensure every segments‟connection, otherwise human resource management can‟t give play to it‟s function effectively.。