1.3P Main contents of human resource management mode
200 1 Dr. Lin Zeyan of China Institute of Labor and Social Security put forward the 3p management model of human resources from the perspective of core technology of human resources for the first time in his monograph "3P Model: Operation Plan of Human Resources Management in China", that is, position analysis, performance appraisal and salary distribution. Overnight, the paper in Luoyang became expensive, and the 3P management model quickly moved to the north and south of the country, which was greatly promoted among small and medium-sized enterprises in the country, showing considerable vitality. According to Dr. Lin Zeyan's research, he thinks that the current situation in China may not lack the ideas and thoughts of human resource management and enterprise management, but it is very short of standardized technology to embody these ideas and thoughts, and because of the current personnel quality and material conditions of China enterprises, it is impossible to carry out comprehensive and standardized human resource management for the purpose of reducing management costs. Therefore, as long as we grasp the key of human resource management and fully embody the core and essence of "understanding, respect and people-oriented" in modern human resource management, we can get out of the predicament of human resource management in domestic enterprises and embark on a more standardized track. Therefore, the three steps before and after the core chain of 3P management mode are as follows: ① Based on post analysis, clarify the post responsibilities of employees; (2) According to the post responsibilities of employees, design indicators, schemes and tools for performance appraisal; (3) According to the results of performance appraisal, design the distribution tools of wages, benefits and even bonuses. That is to say, the essence of 3P human resource management mode is to start with job analysis, take performance appraisal as the center, take salary distribution as the result, and take this as the main line to carry out and implement human resource management activities of enterprises.
2.3P Review of Human Resource Management Model
Analyzing the 3P management model, we find that this model grasps the core technology of human resource management, is easy to operate and practice, and reduces the cost of human resource management. It is undoubtedly pioneering for small and medium-sized enterprises in China to establish a human resource management system from scratch and quickly realize the transformation of large and medium-sized enterprises from traditional personnel management to modern human resource management. However, with the drastic changes in the internal and external environment of enterprises, human resources have increasingly become strategic resources rather than labor costs, and the role of human resource management has begun to change from personnel housekeeper and operator to employee supporter, strategic partner and enterprise change promoter. In this new situation, the advantages of 3P management mode also lurk its disadvantages.
(1) The 3P management mode of human resources still boils down to human cost in concept, paying too much attention to the technical and operational details of human resource management and the reduction of short-term human cost, while ignoring the role of human resource management in enterprise strategy, employee development and organizational innovation. Therefore, if we don't explore the 3P management model in theory and innovate the model, we can't play the value creation function of human resource management and realize the strategic transformation of the role and status of human resource managers, which will hurt human resource management itself and be detrimental to the spread and development of human resource management in China.
(2) The 3P management mode of human resources is based on the position in the enterprise, and on this basis, performance appraisal and salary distribution are carried out, but it ignores another important basis relative to the position in the enterprise, that is, people themselves. In fact, people and posts are two indispensable basic points in an enterprise. If the human resource management model is only based on posts, then the result will inevitably be to find people according to posts, emphasizing that people adapt to the change of posts, then the human resource management based on this will not get the participation and recognition of employees. We believe that people are not only the implementers, participants and recipients of human resources policies and measures, but also need top leaders to make fundamental innovations and changes in management concepts, regard employees as the most important strategic assets of enterprises, and regard training development and salary and welfare as human investment rather than human cost; It needs the organization and implementation of middle managers and line managers in the whole company to manage human resources for all employees, rather than just taking human resources management as the responsibility of human resources departments; It requires the active participation and cooperation of employees, and regards human resource management as a process of their own career development and value-added, not just a passive process of controlling, supervising and managing themselves. Therefore, the choice of human resource management mode should be based on organizational structure, workflow and job responsibilities. At the same time, it must be based on the quality, ability, behavior and attitude of employees.
(3) The 3)3P management model pays little attention to the relationship between human resource management and enterprise strategy. This model arranges the three main modules of human resource management in order, and does not use enterprise strategy to guide all modules of human resource management. At the same time, it oversimplifies the horizontal relationship between the modules of human resource management, and even omits some key links of human resource management in the new enterprise environment, such as employee training and career planning. According to the viewpoint of strategic human resource management, human resource management must match the enterprise strategy vertically and realize the matching of various human resource management modules horizontally. This means that human resources must be centered on enterprise strategy, and the relationship between human resources management modules is not a time series relationship, but a matching relationship. Under the guidance of enterprise strategy, based on the two basic points of enterprise posts and people, the coordination and integrated management of human resource management modules must be carried out.
Second, 4P human resource management model
With the economic globalization of China and the rapid development of modern information network technology and knowledge economy, great changes have taken place in the internal and external environment faced by enterprises. First, the competition among enterprises is becoming increasingly fierce, and organizations have to allocate resources and create customer needs in global competition; Second, the core resources of enterprises are increasingly knowledgeable, and organizations must ensure the loyalty and commitment of core employees in the borderless flow of talents. These two development trends further tap and expand the value, uniqueness, difficulty in imitation and organization of human resources, and human resources are increasingly becoming the "initiative" strategic assets of enterprises, thus objectively requiring the integration of human resource management and enterprise strategy, paying attention not only to positions and jobs in enterprises, but also to the abilities and behaviors of employees in enterprises. With the dual ties of tangible labor contract and intangible psychological contract, employees and enterprises are closely linked, and the matching between people, people and posts, posts and enterprises is realized in enterprises, so as to continuously improve employees' job satisfaction and organizational commitment, further transform high customer loyalty and organizational value, and unify the strategic realization process of enterprises into the realization process of employee value, customer value and shareholder value. This is what we call the core of human resource management theory "one center, two basic points and four major matches". Specifically, the so-called "one center" means that human resource management must be centered on enterprise strategy and based on the improvement of enterprise competitiveness and the acquisition of competitive advantage; The so-called two basic points are that there are two subsystems in an enterprise, one is a subsystem with "people" as the basic unit and the other is a subsystem with "posts" as the basic unit. These two subsystems interact and exist in the form of double helix, thus forming two basic points of the enterprise; The so-called "four major matches" means that the human resource management of enterprises must focus on the enterprise strategy and be based on the two basic points of "people" and "posts" to realize the mutual matching between people, people and posts, posts and posts, and people and enterprises.
(1) Focusing on the enterprise strategy, it is required that human resource management must move from the operational level to the strategic level, treat human resources from the perspective of assets, treat training development and salary and welfare from the perspective of investment, and design a human resource management system conducive to the implementation of the strategy from the internal and external environment of the organization. For example, if an organization's main strategic goal is innovation, it must retain its core employees and pass on the new knowledge accumulated within the organization to employees. It can't bear the frequent flow of people at all levels, and develops innovative products, services and processes but applies this knowledge to its competitors. This means that in the specific operation process of human resource management, job analysis, performance appraisal and salary distribution cannot be carried out in isolation and unilaterally, but human resource management should be regarded as a system, so that the innovative strategy of enterprises can guide the modules of job analysis, employee recruitment, employee training, performance appraisal and salary management, so as to make them match each other and promote enterprises to keep the knowledge base of employees and employees in a coordinated way until these "new knowledge" belongs to the organization itself rather than employees.
(2) Based on the two basic points of "people" and "posts", the dialectical relationship between posts and people should be decided according to the specific situation of enterprises in human resource management. Whether to set up posts for people or find people according to posts, whether to transform people into posts or to adapt posts into adults, must vary from time to time, from person to person and from place to place. At present, many of our enterprises highlight the position of posts, emphasize finding people according to posts, and try their best to turn people into posts. However, this cannot rule out and deny the objective need to set up posts for people in some cases. In fact, with the reduction of physical requirements and the improvement of mental requirements in most positions, manual workers in the workplace are being replaced by knowledge workers, the organizational structure of enterprises has become flat, and team work has begun to appear and even become the main working mode. In this case, it is inevitable to set up posts for the people. It is precisely because of the existence of some special employees that a task team can be formed in a new position to achieve a certain goal of the enterprise. In addition, knowledge-based employees show stronger autonomy, creativity and mobility, and the concealment of labor process and the complexity of labor results determine that they are a kind of "active" assets for enterprises, so people-oriented should be emphasized when determining their relationship with posts.
(3) Matching between people requires that employees should complement each other in knowledge, ability, personality and temperament in the process of human resource management. Therefore, through quality management, on the basis of knowing people and acknowledging employees' differences, we must combine employees with differences to form a high-performance work team around the realization of corporate strategic goals. On the one hand, it can better division of labor and cooperation, improve the efficiency and effectiveness of the organization, on the other hand, it can increase employees' sense of organizational belonging and work engagement. It should be emphasized that the matching between people is not static and one-off, so it must be viewed dynamically. Therefore, through training development and career planning, we should constantly improve employees' employability and post competence, and realize the dynamic matching between employees.
(4) Job matching includes two aspects: the quality of people should match the requirements of the post, and the remuneration of the post should match the needs of people. Matching people's quality with the requirements of the post is to give full play to people's talents in human resource management. Therefore, it is necessary to carry out quality management and post management, or to transform posts through post redesign to adapt to people's quality; Or improve people's quality through training and development to meet the requirements of work; Or according to the specific situation of the quality of enterprise employees, combine them to form new work forms and positions. Matching the remuneration given by the post with people's needs means that people should do their best and make the greatest contribution in the process of human resource management. This requires performance management and salary management, so that employees' efforts can reach a good performance level to the greatest extent, and employees' performance can be rewarded to the greatest extent, which is what employees are pursuing, so that employees and enterprises can grow together.
(5) Job matching requires that in human resource management, the rights and responsibilities between jobs must be orderly, flexible and efficient, so as to ensure that the overall advantages of workflow can be brought into play and help maximize the efficiency of employees. Therefore, it is necessary to carry out post management on the basis of post analysis, design and redesign posts according to the strategic requirements of enterprises and the specific conditions of employees' quality, correctly evaluate and define the value of posts, determine reasonable workflow, work form and post setting, and continuously improve employees' sense of job participation and job satisfaction through competitive recruitment, job rotation, work team and other forms.
(6) The matching between people and enterprises requires that employees' values match those of the organization, employees' expectations match those of the organization, and employees' responsibilities match those of the organization. Blau, a social psychologist, believes that the relationship between employees and enterprises can be divided into two forms: economic exchange and social exchange. He points out that although there are differences between these two exchange relationships, they must also be based on reciprocity. Therefore, to achieve the matching between people and enterprises, we need to manage employees before, during and after recruitment through quality management, post management, performance management and salary management, and connect employees with enterprises through the dual ties of tangible labor contract and intangible psychological contract. On the one hand, employees can have the knowledge, skills and abilities needed for their work, and cultivate their sense of identity, belonging and dedication to the organization. On the other hand, they can continuously meet their expectations and needs in internal and external compensation.
To sum up, with the development of economic globalization, information technology and knowledge-based enterprise resources, human resources are increasingly becoming strategic resources of enterprises. The basic theory of "one center, two basic points and four major matches" in human resource management requires us to go beyond the 3P human resource management model at the operational level and implement 4P human resource management at the strategic level with the enterprise strategy as the center and the "people" and "posts" in the enterprise as the two footholds. Carry out quality management, post management, performance management and salary management to realize the matching between people, people and posts, posts and enterprises.
Third, the basic content of 4P human resource management model
1. Quality management (personality management)
Quality management refers to the process of improving the quality of employees by building a quality model based on enterprise strategy, organizational structure and jobs on the basis of quality evaluation. We believe that the quality of employees must be managed on the basis of evaluation, and quality management is of great significance to the actual management of enterprises. For employees, it is necessary to continuously improve their working ability and lifelong employability through quality management, and realize the transformation from "1 if time employment" to "lifelong employability". For enterprises, it is necessary to form a suitable combination of staff qualities to ensure that on the one hand, a staff with multiple skills can be established to meet the realization of enterprise strategy, on the other hand, labor costs can be effectively controlled and the competitiveness of enterprises can be enhanced.
Quality management includes the following aspects: ① quality acquisition management, that is, under the guidance of quality model, organizations can obtain some advantageous resources through quality evaluation and recruitment and selection; (2) Quality maintenance management, that is, through the construction of incentive system, some superior resources will be retained in the organization; ⑧ Quality improvement management, that is, through employee training and professional rules, constantly improve the post competence and lifelong employment ability of employees; (4) Quality use management, that is, by creating jobs, working environments and working stages for employees to give full play to their intelligence, the quality of employees can be fully utilized and their potential can be fully stimulated. Therefore, the staff quality management under the strategic guidance not only improves the staff's own quality and employability, but also improves the staff's enterprise service ability and working ability, and realizes the * * * development of enterprises and employees.
2. Position management (position management)
Position management is a management process that scientifically carries out a series of activities, such as position setting, position analysis, position description, position monitoring and position evaluation, with the positions in the organization as the object. We believe that posts must be managed on the basis of analysis and evaluation, and post management has richer connotation and significance than post analysis. The work management of 4P mode is different from the previous work setting and work analysis once and for all. The key point is to develop the organizational structure, workflow and jobs that match the enterprise strategy through work management, and to adapt to the diversity of labor force and the interest of knowledge workers through job redesign, so as to improve the job satisfaction and internal motivation of employees.
Post management under 4P mode is dynamic, and many factors must be considered comprehensively to determine whether to transform people into posts or posts, whether to set posts for people or find people according to posts, and how to achieve it. Specifically, it includes the following aspects: ① post setting management, that is, starting from the enterprise strategy, according to the specific situation of organizational change and employee quality, through job analysis, determine the job content and responsibilities, and make posts and quotas, or redesign the original posts, or set up new posts, or streamline some posts with little strategic value in the new enterprise environment; (2) Job rotation management, that is, starting with increasing employees' employment flexibility and adaptability, combining employees' career with enterprise strategy, and rotating some employees to increase the diversity of employees' skills and improve the efficiency of human resource allocation; (3) post value management, that is, through strategic post evaluation, determine the value of each post to the enterprise and make dynamic adjustment, so as to provide an objective basis for the design of the salary system of the enterprise; (4) The management of employees' entry and laid-off, that is, dynamically determining what kind of employees match the post, how to guide employees to enter and interview laid-off, how to manage laid-off surviving employees and how to treat laid-off employees' re-employment, and so on.
3. performance management (Performance Management)
The performance management of 4P mode refers to a closed-loop management composed of performance plan and expectation-performance implementation and support-performance evaluation and evaluation-performance feedback and development, which develops the single mode of emphasizing evaluation in the past into a systematic mode of employee performance evaluation, feedback and development. It is a strategic management method to improve the performance of organizations and employees and develop the potential of teams and individuals. Through performance management, it is not only to increase employees' work engagement, promote employees' potential, improve employees' personal performance and team performance to achieve the economic goals of the enterprise, but also to develop constructive and open interaction between employees and managers through work communication and exchange, and provide employees with opportunities to express their work wishes and expectations, so as to continuously improve employees' sense of accomplishment and their sense of belonging and dedication to the enterprise. Therefore, it can be considered that the performance management of 4P mode is a two-way interactive communication process based on the performance agreement reached between employees and their direct supervisors. It is a trinity closed-loop system formed by pre-planning, in-process management and after-event control of performance.
The performance management of 4P mode includes the following aspects: ① Performance plan management, that is, according to the strategic objectives of the enterprise and the specific situation of the external market, using strategic tools such as KPI and balanced scorecard to correctly determine the overall performance plan of the enterprise and the performance plans of various departments and key employees; (2) the implementation of performance management, that is, through management tools such as target management and benchmarking, to implement performance goals and provide necessary resources and conditions for all departments, teams and employees to complete performance goals; (3) Performance evaluation management, that is, through certain evaluation procedures and scientific evaluation methods, fair and objective evaluation and assessment of performance at all levels; (4) Improve performance management, that is, realize the interaction between employees and organizations through performance interviews and feedback, on the one hand, help employees sum up experiences and lessons, improve the performance level in the next assessment period, on the other hand, promote enterprises to continuously improve management, and better provide supporting conditions for employees to improve their performance; ⑤ The application and management of performance appraisal results means linking the appraisal results with employee development, employee deployment, salary and benefits, so as to continuously optimize the human resource management system.
4. Payment management
The biggest feature of 4P salary management is to emphasize sharing success and strategic orientation, and to promote salary to the strategic level of enterprises. The main consideration is what kind of salary strategy and salary management system enterprises use to support their competitive strategy and help employees get joy. Therefore, it is necessary to realize the change of salary and welfare from human cost to human investment in concept and from transactional salary distribution to * * * win-win salary management in concrete operation. On the one hand, the salary management of 4P mode should meet the multi-level needs of employees, on the other hand, it should stimulate employees' attitudes and behaviors conducive to the realization of enterprise strategy, thus consolidating the micro-foundation of competitive advantage and core competence.
Its specific contents include the following aspects: ① target management of salary, that is, how salary should support the strategy of enterprises and how to meet the needs of employees; (2) hierarchical management of salary, that is, salary should meet the requirements of internal consistency and external competitiveness, and be dynamically adjusted according to employee performance, ability characteristics and behavior attitude, including determining the salary level of management team, technical team and marketing team, subsidiaries and expatriates of multinational companies, scarce talents and competitors; (3) The management of salary system includes not only the management of basic salary, performance salary and option stock, but also the management of how to provide employees with personal growth, job accomplishment, good career expectations and employability; (4) Structured management of salary, that is, correctly dividing reasonable salary scale and grade, correctly determining reasonable grade difference and equal difference, including how to adapt to the needs of flattening organizational structure and large-scale job rotation of employees and reasonably determining salary broadband; ⑤ Salary system management, that is, to what extent the salary decision should be open and transparent to all employees, who is responsible for designing and managing the salary system, and how to establish and design the budget, audit and control system of salary management.
4P strategic human resource management mode is the enrichment and development of 3P business-oriented management mode. Guided by the theory of strategic human resource management and human resource matching, it organically links the development of enterprises with the growth of employees around the theoretical core of human resource management "one center, two basic points and four matching". It is clearly pointed out that in the process of human resource management, it is necessary to realize the leap from quality evaluation to quality management, from post analysis to post management, from performance evaluation to performance management, and from salary distribution to strategic salary management, so that the management ideas of strategic human resources and "people-oriented" have specific content and operation space, adapt to the changes of internal and external environment of Chinese enterprises and meet the actual needs of enterprises. Of course, the research on 4P management mode is still in the exploratory stage, and how to make 4P human resource management mode more operational needs further in-depth study.
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