Development Of Human Resource Management

Human resource management is directly derived from the welfare personnel management of large scale enterprises in the late nineteenth Century. This kind of personnel management is accepted as an independent functional management. The aim is to improve staff's enthusiasm and efficiency through improving their working and living conditions. With the development of modern technology and management and the deepening of understanding of human beings, the contents and forms of human resource management are constantly developing and changing. In turn, the change of human resource management is also promoting the development of modern enterprises and the progress of modern society.

　　 1. The division of manpower and resources in human resources management

This is from the practical point of view to discuss the internal division of labor in human resource management. This division of labor depends on two aspects. One is the scale of enterprise organization and the other is the organizational form of human resource management. The organizational form of human resource management depends on the business mode or value chain form of an enterprise.

Larger enterprises have more similar matters related to people, and at the same time, because of the diversity of personnel, there are more kinds of small probability. This is bound to increase human resources managers. More importantly, when enterprises reach a certain scale, enterprises pay more attention to internal management. This also requires increasing human resources management. At this time, human resource management of enterprises also presents a scale effect, that is, human resource management realizes division of labor, and different personnel manage different modules of human resources.

In a smaller enterprise, although all the business related issues in the enterprise have the same nature, regardless of the quantity and type, the enterprises focus more on the business itself. Moreover, the straight line managers who manage or implement the business directly deal with the affairs related to human beings through experience and interpersonal relationship. At this time, the human resources management of the enterprise is more comprehensive, and each module of the human resource management involves, but each module does not make professional requirements, or only slightly pays more attention to one or two aspects.

As a human resource manager, the choice of professional and professional is more dependent on the organization it chooses. From the perspective of professional competence, choosing smaller enterprises is more abundant than requiring larger organizations to require professional experience, because this time needs to be independent, but enterprises may not be able to recognize this because of their own positioning.

　 2. Division of labor with line management

In the early stage of enterprise development, and even at the stage of enterprise development to a certain stage, the management of business departments still grasps business management and personnel management within departments. At this time, personnel management includes recruitment, training, assessment and salary. The reason is very simple, the Department's business is done by departmental personnel, and the same department personnel come to work.

Management of business department managers business It is mainly implemented in accordance with the basic law of enterprise business. These laws come from the mature scientific theory logic foundation and the rich professional experience of managers. As for the management of departmental personnel to gain more experience in personal experience and interpersonal communication, there is not only a lack of standard unity among different departments, but also between departments.

Business needs personnel to implement, but the difference between business management and personnel management is not only in the different management objects, but also in management methods and methods. More differences come from management concepts and management objectives. The characteristics and behavior rules of personnel are obviously different from their own attributes and laws of quality, production, capital, material, market, customer and technology, so the management mode, method and management objective of personnel are obviously different from those of quality, production, capital, material, market, customer and technology. {page_break}

It is obvious that the managers of business departments can not manage department personnel. Obviously, the management of business departments requires professional management guidance on the one hand, and more from personal value orientation and personal experience. On the other hand, the enterprise needs unified personnel management. In addition, another important reason is that if business managers manage personal staff too personally, they will also cause the overall risk of departmental staff loss.

　　 3. Division of labor with integrated administration.

Personnel are important resources of the enterprise organization. No matter how the design of the organization and post is, it is ultimately necessary for the personnel to assume the responsibilities of the post. The personnel scattered in different organizations or departments need unified management standards. The simplest one is the unified work and rest system of enterprise organizations. Otherwise, the coordination of various work within the organization is difficult to achieve, and the goal of the enterprise organization can only be sighed at last.

In order to enhance the unity of internal management of enterprises or adapt to the relevant management certification, enterprise organizations will hand over the affairs related to people to the comprehensive administrative departments of enterprises, and administration is the management of public affairs within enterprises. In the functions of the Ministry of administration or other integrated management departments, there are personnel recruitment, non professional training and payroll and welfare accounting. Obviously, these personnel affairs management is positioned as the support logistics work of the business department. This is especially true in the late nineteenth Century, especially in some labor-intensive enterprises, even in terms of the size of the enterprise.

More importantly, the role of human resources in enterprise organizations lies not in what it is, but in the assumption of human nature owned by managers or decision makers. If we regard people as the resources, costs and expenses of enterprises, managers or policy makers should consider more ways to increase labor intensity, use resources, control costs and reduce costs. If we regard human beings as the ability of enterprises, managers should consider more ways to create an environment and create opportunities to stimulate employees' potential. With the development of modern science and technology and social economy, the survival and development of enterprise organizations need more and more people's ability to develop. Therefore, the professionalism of personnel management is getting stronger and stronger. These professional jobs are far from being able to cope with the general affairs of the administrative departments.

　　 4. Division of functions with leadership.

The basic work of management is interpersonal communication and coordination, despite the organization and the organization. Post setting The contents and methods and procedures of management have been increased, but the basic work of management is still interpersonal relationship. Because of this, life is in social interaction, so everyone has certain interpersonal skills, but in corporate organizations, these interactions are more based on organizational goals and process needs.

The personnel management of enterprise leaders is mainly manifested in two aspects, one is the above basic interpersonal communication, but the purpose of interpersonal communication is different from that in daily life, that is to say, it is the service for the survival and development of enterprises. This kind of communication is especially true for internal personnel in Enterprises, because corporate leaders still have their own life circle. Leaders' internal interpersonal relationships are more for understanding information or communication and coordination, and increasing first-hand information on decision-making. The other is the power of personnel decision-making, which also exists in two aspects. One is the appointment of personnel, such as the appointment, selection, assessment and even training of senior and middle managers in enterprise organizations, which are concerned by the leaders of enterprises. Sometimes they will participate in all the above links or part of them. Two, it is manifested in the basic management concepts of personnel management of enterprises, sometimes playing the brand of leaders' personal values and interpersonal principles. {page_break}

The professionalism of human resources managers is more important in communication and communication with leaders of enterprises. One is to reflect professionally the information and problems of personnel in the management of enterprises, and the other is to understand the management ideas of business leaders, especially the objectives and management concepts of personnel management. The size of an enterprise is also an important factor affecting the leaders' attention. When the enterprise is small, business leaders are more concerned about the direct result of the business, that is, business operation. When the scale of the enterprise is large, especially when it is cross industry or off-site operation, the leaders of the enterprise can not pay attention to the specific business operation, but pay more attention to the personnel behind the business. In any case, the professionalism of personnel management does not lie in the leadership function of enterprise leaders, but in the professional business functions of personnel management of human resources managers. The division of labor between HR managers and business leaders lies in the fact that HR managers provide professional personnel decision support information, while business leaders are the ultimate decision-makers.

　 5. Division of labour with professional bodies

The human resource management of enterprise organization is concerned with the personnel management of the enterprise organization and its matching with the development strategy of the enterprise, and the relevant personnel of the human resource management can hardly get rid of their own limitations in the management process. At the same time, business management pays more attention to daily specific business matters, so it is difficult for them to have time and energy to further explore some professional problems in human resource management. There are also problems of efficiency and specialization. The division of labor in social occupations has led to a number of institutions providing professional services for enterprise organizations.

Enterprise management is not completely rational and mechanical logic operation. An enterprise is a balancing platform for a stakeholder to gather, including shareholders, managers and employees, etc. outside, there are government agencies, suppliers, consumers and lenders. Human resource management of enterprise organization involves all departments and posts of enterprises, and it is difficult to become self-organized as other departments of enterprises. Human resource managers are the organizers of human resource management activities, but the participants and implementers are mainly managers and employees of other departments. When enterprises need to make significant changes in human resources management, as the organizers, implementers and decision-makers of enterprise personnel management, it is difficult for them to get rid of their own interests and constraints of their vision. Once we can not overcome the non independence of our enterprises, we will inevitably lose the balance of fairness and fairness in the management of enterprise personnel.

It is impossible for any enterprise organization to spend more time and energy to study the human resource management of the enterprise professionally. Professional organizations provide professional services for different enterprises and even for many enterprises of their peers. It is necessary to accumulate different enterprises' best practices and problem-solving solutions in the professional field. At the same time, professionals of professional institutions have the time and energy to consider and explore the professional problems of personnel management, whether for business interests or reputations, or for professional motivation.

Of course, there is also a paradox worth pondering. Some professional organizations are advocating corporate organizations on the one hand. Human resource management In order to increase independence and professionalism, it is suggested that enterprise organizations should purchase professional services from professional organizations, and on the other hand, they should actively induce enterprises to abandon some basic personnel management and implement outsourcing. This situation also appears in the accounting profession, providing accounting services while providing audit or advisory services. This requires enterprises to learn to judge themselves.

6. Division of labor with employees' self service

With the development of information technology and the popularization of social professional services, the personnel management of enterprise organizations also presents the trend of self service and self development. On the one hand, the human resources management organization develops the resources and services of the enterprises, and on the other hand, recommends from the social service organizations to the employees so that employees can choose the services and development contents that suit their needs. {page_break}

The factors that affect employees' self-service are mainly the informationization of network, the socialization of professional services, the self-management of employees and the career development planning of employees. The first two factors are the external conditions for the realization of self-service of employees. The latter two are the internal conditions for the realization of self-service of employees. The combination of internal and external conditions to promote the self service realization of employees is the re division of labor resources management.

Through the above analysis, we can see that the division of labor in human resources management is closely related to the life cycle and development strategy of enterprises, and these division of labor bring about the role transformation of human resource management.