I. General functions:
1, recruitment and selection.
2. Training and development.
3. Labor relations management.
Second, the basic function:
1, human resources strategy.
2. Human resource planning.
3. Job analysis and design.
Third, the core functions:
1, performance management.
2. Salary management.
3. Career management.
Functions of human resource management
1 acquisition
2 integration
3 reward
4 regulations
5 development
What are the regular functions of human resource management: human resource planning; Recruitment; Training and development; Performance evaluation; Wages and benefits; staff relationship
Strategic function: strategic planning; Partnership; Cultural management
Transaction function: recording and counting human resources information, etc.
I study human resource management, and the answer should be correct. I hope I can help you.
What is the function and content of traditional human resource management? Traditional human resource management deals with the relationship between people and things in the process of social labor, that is, through the means of organization, coordination, control and supervision, we seek mutual adaptation between people and things, make things suitable for people, give full play to people's talents, and promote the development of various undertakings.
Traditional human resource management mainly deals with how many people are needed to do a job, who will do it, and how to choose the most suitable person to do the job in order to achieve the greatest economic benefits. Another point is that the content of traditional human resource management is how to formulate relevant organizational systems and norms to limit and stipulate people's activities in the organization, rather than cultivating people's sense of belonging to the organization, which is mandatory.
To put it bluntly, traditional human resource management takes things as the center, requires people to adapt to things, emphasizes use and ignores training.
This is the traditional main work content and goal, which can be compared with modern human resource management, so it will be more specific. If necessary, you can add a topic, just the letter in the station.
By the way, it is better to call it personnel management in traditional human resource management, because it will have a series of advanced and scientific methods to manage people.
Five functions and activities of human resources management Human resources are divided into five modules: human resources planning, personnel recruitment and allocation, training development and implementation, performance appraisal and implementation, and salary and benefits. The specific breakdown is: human resource planning: 1, organizational structure setting, 2, enterprise organizational structure adjustment and analysis, 3, enterprise personnel supply demand analysis, 4, enterprise human resource system formulation, 5, human resource management expense budget. (International Human Resource Management 1, Career Development Theory 2, Organizational Internal Evaluation 3, Organizational Development and Change; 4. Plan and organize career development; 5. Comparative overview of international human resource management 6 pages. Formulate a strategic plan for human resources development. Performance factors at work. Employee authorization and supervision). Recruitment and allocation of human resources: 1, recruitment demand analysis, 2, job analysis and competency analysis, 3, recruitment procedures and strategies, 4, recruitment channel analysis and selection, 5, recruitment implementation, 6, special policies and contingency plans, 7, resignation interview, 8, measures to reduce employee turnover rate. Training and development of human resources: 1, theoretical study, 2, project evaluation, 3, investigation and evaluation, 4, training and development, 5, demand evaluation and training, 6, composition of training suggestions, 7, training, development and employee education, 8, design and systematic methods of training, 9, development management and enterprise leadership; Develop yourself and others, 10, project management: project development and management practice. Human resource performance management: 1, preparation stage of performance management, 2, implementation stage, 3, evaluation stage, 4, summary stage, 5, application development stage, 6, interview of performance management, 7, methods of performance improvement, 8, behavior-oriented evaluation method, 9, result-oriented evaluation method. HR Salary and Welfare Management: 1, Salary, 2. Build a comprehensive salary system (job evaluation and salary grade, salary survey, salary plan, salary structure, salary system formulation, salary system adjustment, labor cost accounting), 3. Welfare and other salary issues (welfare insurance management, enterprise welfare project design, enterprise supplementary pension insurance and supplementary medical insurance design), 4. Evaluate performance.
The human resources department of the headquarters should break away from the administrative role and exercise the functions of the group headquarters from the perspective of facing competition, improving management efficiency and providing more valuable creative activities for the development of member enterprises. The headquarters of enterprise group is the command center of enterprise group management decision-making, resource allocation and coordinated control. Its main functions are strategic management, risk monitoring, operation coordination, human resource management, investment and financing management and technology development. The purpose of human resource management in enterprise groups is to support enterprise groups to achieve their overall strategic goals. The human resources department of the group headquarters should base itself on the enterprise group strategy and rely on the system to provide efficient services for subsidiaries and create and embody their own values. The human resources department of the headquarters should break away from the administrative role and exercise the functions of the headquarters of the group from the perspective of facing competition, improving management efficiency and providing more valuable and creative activities for the development of member enterprises, mainly including strategic planning of human resources, cultural communication, resource integration, collaborative supervision, professional services, knowledge and information sharing, etc. The function of strategic planning and corporate culture communication The human resources of the headquarters of an enterprise group should formulate the human resources strategy according to the development strategy of the group. Formulate a plan for the construction of the core talent team, cultivate the core expertise and skills of employees through the construction of the core talent team, and support the formation of the core competitiveness of enterprises. Through the formulation of strategic performance goals, the performance goals are decomposed and implemented downwards, and the realization of performance goals supports the realization of enterprise strategy. At the same time, it is necessary to design a set of guiding talent introduction, training, development and incentive strategies to guide subordinate companies to develop human resources. Group headquarters should formulate unified, distinctive and feasible human resources concepts, policies and strategies, and cultivate and shape a harmonious and unified corporate culture atmosphere through it to condense the group's human resources. According to the development history and present situation of enterprise groups, summarize and refine enterprise culture and implement it in member enterprises. Cohesion of group member enterprises with distinct human resources concept and humanistic care and infectious corporate culture, and unification of employees' thoughts, values and behavior patterns at all levels through the spread of corporate culture. Make member enterprises form cohesion, unify goals and actions, and improve the overall operation ability of the group. Resource integration function The human resources department of the group headquarters should integrate and match all kinds of human resources of the group, and make the human resources matching of subordinate enterprises reach the best through the allocation and sharing of human resources. At the same time, it is necessary to integrate various training resources, external intellectual resources, consulting companies and talent intermediaries. , thus making it a * * * enjoyment resource for member enterprises. We must also find ways to actively obtain various resources, integrate the resources of the company's top management and various business managers, and serve human resource management. Supervise and cooperate with the headquarters of functional groups to formulate policies and norms for various functional modules of human resources, including salary policies and performance appraisal policies. Each member enterprise makes modifications and adjustments according to the specific situation of the industry, and implements and implements the policies formulated by the human resources department of the headquarters. Through inspection and supervision, the headquarters knows whether the policies of the headquarters are implemented in units at all levels; Through the collaboration of human resources among member enterprises, cross-functional and cross-team cooperation, the efficiency of overall human resources will be improved.
As the headquarters organization, the human resources department of the group headquarters can directly participate in, guide and supervise the daily human resources activities of member enterprises. These functions are the focus of the Group's daily human resource management activities, mainly including: 1. Through the appointment, assessment and remuneration of the board of directors of the group, the senior management and core management personnel of the group member enterprises have fundamentally increased their control over the member enterprises and ensured the development of the whole group in accordance with a unified goal. Fully responsible for the selection and retention of the company's core management personnel and professional and technical personnel, as well as the construction of the core talent echelon. With the continuous development of the group, there will be more and more employees in the group. The management of employees and the construction of echelon should be managed at different levels. Mastering core management and professionals is the main strategic function of human resource management in headquarters. 2. Control and manage the total labor cost of member enterprises through budget management, labor productivity assessment and total personnel control, reasonably control the labor cost expenditure of member enterprises, and improve enterprise efficiency by improving per capita output. 3. Management of salary assessment of member enterprises. Guide and approve the salary assessment system of each member enterprise; Guide and supervise the rationality of the evaluation process; Record the evaluation results and give timely guidance. 4. Personnel management of member enterprises. Guide member enterprises to set posts and personnel quota, follow up and supervise the appointment and removal of middle-level and key positions and job changes, guide and supervise training, file management, and resettlement and diversion of wealthy personnel. The headquarters of professional service function group should constantly improve its professional ability, cultivate good service consciousness and approachable behavior style, make it a professional consulting service organization within the enterprise, and provide systematic solutions for the human resources problems of subordinate enterprises. It is necessary to strengthen the ability to understand and grasp the business, make human resource management activities serve the business objectives of enterprises, provide support and services for the business activities of member enterprises from the perspective of human resources, realize the mutual integration of the role of human resources and the overall business functions of enterprises, and create value through services. When conditions are ripe, a personnel management center will be set up at the headquarters to provide services such as centralized accounting and payment of wages, unified management and payment of social insurance, and centralized management of personnel files for member enterprises. Knowledge and information sharing function The human resources department of an enterprise group should establish a platform for sharing knowledge, experience and exchanging information. By summarizing the successful experiences of member enterprises, the management standards are refined and formed. It plays a bridge role in communication, exchange and learning in the human resource management activities of member enterprises. Including unifying thoughts, guiding and supporting member units to design and improve human resource management systems; Establish the talent pool of the group, and train compound talents and management talents in a planned and targeted manner; Training the human resources personnel of the group; Effectively transfer and copy the successful experiences and practices of member enterprises. Giving full play to the functions of * * can give full play to the overall adjustment, balance and guidance functions of the group on the basis of maintaining the independent operation of each enterprise, so as to coordinate and improve the human resource management level of member enterprises. In a word, the human resources management department of enterprise group headquarters should change its role in time, and improve its professional ability, strategic management and control ability and human resources system optimization and integration ability. Through strategic planning, resource integration, service and information coordination, improve service awareness and create value.
The function of human resource management can be summarized as? The function of human resource management can be summarized as a series of activities under the guidance of economics and humanistic thought, which can effectively utilize relevant human resources inside and outside the organization, meet the current and future development needs of the organization, and ensure the realization of organizational goals and the maximization of member development through management forms such as recruitment, selection, training and salary. It is the whole process of predicting the organization's human resource demand and making a human resource demand plan, recruiting and selecting personnel and effectively organizing, evaluating performance, paying salaries and effectively encouraging, and effectively developing in combination with the needs of organizations and individuals to achieve the best organizational performance.
Academic circles generally divide human resource management into six modules:
1, human resource planning;
2. Recruitment and configuration;
3. Training and development;
4. Performance management;
5. Salary and welfare management;
6. Labor relations management. Interpret the core ideas of the six modules of human resource management to help business owners master the essence of employee management and human resource management.
Seven functions and functions of human resource management 1) job analysis and design. Based on the investigation and analysis of the nature, structure, responsibilities and processes of each job position in the enterprise, as well as the quality, knowledge and skills of the personnel qualified for this position, the personnel management documents such as job descriptions and job descriptions are compiled.
(2) Human resource planning. Transforming the enterprise human resources strategy into medium and long-term goals, plans and policy measures, including analyzing the current situation of human resources, predicting and balancing the supply and demand of future personnel, and ensuring that enterprises can obtain the required human resources when needed.
(3) Personnel recruitment and selection. According to the requirements of human resource planning and job analysis, recruit and select the required human resources for enterprises and arrange them to a certain position.
(4) Performance appraisal. Assess and evaluate employees' contributions to the enterprise and achievements in their work in a certain period of time, and give timely feedback to improve and improve employees' work performance, and provide basis for personnel decisions such as employee training, promotion and salary.
(5) Salary management. Including the design and management of salary structure such as basic salary, performance salary, bonus, allowance and welfare, so as to motivate employees to work harder for the enterprise.
(6) employee motivation. The use of incentive theory and methods can meet or limit the various needs of employees to varying degrees, cause changes in employees' psychological state, and thus motivate employees to work hard for the expected goals of enterprises.
(7) Training and development. Through training, improve the knowledge, ability, work attitude and performance of employees, individuals, groups and the whole enterprise, further develop the intellectual potential of employees and enhance the contribution rate of human resources.
(8) Career planning. Encourage and care about employees' personal development, help employees make personal development plans, and further stimulate employees' enthusiasm and creativity.
(9) Human resource accounting. Cooperate with the financial department to establish human resource accounting system, calculate the investment cost and output benefit of human resources, and provide basis for human resource management and decision-making.
(10) labor relations management. Coordinate and improve the labor relations between enterprises and employees, build enterprise culture, create harmonious labor relations and good working atmosphere, and ensure the normal development of enterprise business activities.
Function:
(1) acquisition. According to the required personnel conditions determined by the enterprise objectives, the personnel needed by the enterprise are obtained through planning, recruitment, examination, assessment, selection and acquisition.
(2) integration. Through the effective integration of corporate culture, information communication, interpersonal harmony and the resolution of contradictions and conflicts, the goals, behaviors and attitudes of individuals and the masses within the enterprise tend to the requirements and concepts of the enterprise, thus forming a high degree of cooperation and coordination, giving play to the collective advantages and improving the productivity and efficiency of the enterprise.
(3) keep. Through a series of management activities such as salary, assessment and promotion. Maintain the enthusiasm, initiative and creativity of employees, safeguard the legitimate rights and interests of workers, and ensure that employees enjoy a safe, healthy and comfortable working environment in the workplace, thus improving employees' satisfaction and making employees feel at ease and satisfied with their work.
(4) evaluation. Comprehensive assessment, appraisal and evaluation of employees' work performance, labor attitude, skill level, etc., to provide a basis for making corresponding decisions such as rewards and punishments, promotion and demotion, staying or not.
(5) development. Through employee training, job enrichment, career planning and development, the quality of employees' knowledge and skills can be improved, so that their labor ability can be enhanced and brought into play, personal value and contribution rate to the enterprise can be realized to the maximum extent, and the purpose of common development of employees and enterprises can be achieved.
The difference between traditional human resource management and modern human resource management. Modern human resource management no longer regards people (laborers) in enterprises as only the production costs to be paid, but as a production resource and a production capital. This kind of resource is the only dynamic resource in the production process, and through effective development, the output can be increased; The formation of this kind of capital needs to invest in human capital, because modern human resources theory regards human resources as the most precious resources in the world. On the premise of respecting personality and paying attention to people's own needs, it actively engages in human capital investment and develops human resources, thus promoting the all-round development of enterprises and society. Traditional personnel management regards people as a cost burden and a "tool", focusing on input, use and control. Modern human resource management mode is "people-oriented", paying more attention to the protection of employees' rights and interests; The traditional labor and personnel management mode is "managing people". Second, the nature of departments is different. Compared with traditional personnel management, the organizational system of modern human resource management is more systematic, complete and comprehensive. The concept that the human resources department of modern enterprises has benefits is the "production department" of human resources, although the production of human resources is not only completed by enterprises themselves. It pays attention not to the compression of cost, but to the improvement of output/input ratio, that is, to develop human resources through investment in human capital, so that it can create much greater output than human capital investment in the production process of enterprises. At the same time, due to the changeable market, enterprises are required to constantly adjust their strategies, and the competitiveness of enterprises has almost become the only factor for the rise and fall of enterprises, and the quality of human resources is obviously the core factor for the competitiveness of enterprises. Human resource management involves every manager of the enterprise, and the managers of the enterprise should be clear: both the business managers of their own departments and the human resource managers of their own departments. The Human Resources Management Department is the specific office and secretariat for human resources work. Its main responsibility is to formulate human resources planning and development policies, pay attention to the development and cultivation of human potential, and provide support for all units in the enterprise to do a good job in human resources. At the same time, train other functional managers or managers to improve their management level and quality. Traditional personnel management is divided into departments in China, especially in large and medium-sized state-owned enterprises. For example, the labor department is responsible for salary and personnel deployment, the personnel department is responsible for the adjustment and promotion of technicians and departments, the education department is responsible for staff training, and the party committee organization department is responsible for the management of supervisors at all levels. Third, the management focus is different. Modern human resource management takes "people" as the core, emphasizing the dynamic adjustment and development of psychology and consciousness. The fundamental starting point of management is "people-oriented", and its management comes down to the systematic optimization of people and things. Around this core, we should establish human resources prediction mechanism, training mechanism, allocation mechanism, incentive mechanism, evaluation system and information system to realize the best combination of people and things and promote enterprises to achieve the best social and economic benefits. The traditional personnel management is characterized by paying attention to "things" and "things", only seeing "things" and "things" without seeing "people", only seeing one aspect of people and things without seeing the overall system of people and things, emphasizing the static control and management of "things" (things), and its management form and purpose is "controlling people". Fourth, the management content is different. Modern human resource management concentrates all human resource management in the human resource department of an enterprise, which naturally breaks the boundary between "cadres" and "workers". It not only has the traditional personnel management function, but also undertakes the tasks of post setting and assessment, workflow planning, and work relationship coordination. The scope of management has also expanded from traditional formal organizations to informal organizations, including team building, the interests of employees and customers, employees and other business partners, and the cooperation between upper-level leaders and lower-level employees for restructuring organizations or enterprise reengineering. Traditional labor and personnel work considers the selection, use, assessment, remuneration, promotion, transfer and retirement of employees. Fifth, different management roles. The strategic position of human resource management in modern enterprises is rising day by day. Generally speaking, modern human resource management should consider the proportional balance of all kinds of human resources, which should match the development strategy of enterprises. In order to meet the needs of enterprise development, its vision is cross-regional and cross-border geographically (such as the acquisition of senior talents); In terms of time, facing the future and long-term development, we should always pay attention to the trend of the labor market and the changes of the whole market environment; From the action level, it is overall, strategic and holistic. Traditional labor and personnel management does not have this function and role, but only plays the role of a functional department in enterprises. Six, different management principles and methods. Modern enterprise human resource management makes full use of the latest research results of contemporary sociology, psychology, management, economics, systematics and other disciplines, and puts forward some new management principles and methods, such as "treating people comprehensively and completely; Treat people fairly and respect others; Communicate effectively with employees and so on. At the same time, compared with traditional personnel management, modern human resource management emphasizes the systematization and standardization of management and the modernization of management means. Expert human resource manager. The scientific management of human resources, the expansion of management scope and its strategic position in enterprises, the functions of human resources management range from simply providing manpower to arranging suitable work for manpower design; From manager to manager, to the relationship between people, people and work, work and work. The difficulty of work is not what it used to be. It is difficult for a "half-way monk" or an experienced personnel manager to be competent for this position, so a professional human resource manager was born.
What are the five functions of human resource management? 1.get- Find the most suitable person
2. Integration-Integration of employees and organizations.
3. Motivation and maintenance-keep employees in an active and effective working state.
4. Provisions-employees and positions are dynamic and appropriate.
5. Development-improving the quality of employees and realizing self-worth.
Is there a difference between a human resource management supervisor and a manager? Every company has different job assignments and salary standards.
From the position, the supervisor is one level lower than the manager, and his salary will be one level lower.
Even among managers, the salary of a senior department manager and a newly promoted new manager will vary greatly.
As for the difference between supervisor and manager, the difference between manager and manager, the difference between different companies is very big.