First, the real challenges faced by human resource management
1. The influence of global economic integration and cultural diversity. With the emergence of regional cooperation organizations such as the European Union, the North American Free Trade Area and the Asia-Pacific Economic Cooperation, the boundaries between countries have become increasingly blurred, and the regional economy and even the global economy have increasingly become an inseparable whole. As the natural result of economic integration, multinational corporations not only face different political systems, legal norms and customs, but also promote mutual understanding and continuous integration of cultures. Managers often encounter such problems as how employees with different nationalities, different cultural backgrounds and different languages can complete their work together and how to communicate with organizations with completely different management systems and work values.
2. The emergence and application of new management concepts and methods. In the face of fierce market competition, organizations must constantly improve labor productivity, product quality and service. As a result, new management concepts and methods came into being. For example, Quality Team (QC), Total Quality Management (TQM), Business Process Reengineering (BPR) and so on. Among them, business process reengineering is a part of reengineering, which means re-examining and rethinking the business process and organizational structure, as if it was hastily established in the past and needs to be rebuilt and recreated. Similar to the birth of scientific management at the beginning of this century and behavioral science in the 1930s, the emergence of new management concepts and methods in the 1990s will inevitably bring new vitality and vigor to organizational management.
Second, the possible trend of human resource management development
In order to cope with the above changes, human resource management presents many new possible development trends.
One of the possible trends: the function of enterprise human resources management department is weakened and it returns to the straight-line management department for the second time. After the cold war, the process of international economic integration has been further strengthened, and the competition among enterprises has become increasingly fierce. Almost all enterprises are facing fierce competition from home and abroad. With the rapid development of information technology, great changes have taken place in the organizational form and management mode of enterprises. Traditional economies of scale no longer occupy the advantages of the past in the knowledge economy society, but are replaced by small enterprises with small scale and high technology content, providing customers with high value-added products and services. In small and medium-sized enterprises, the concentration of management departments, especially functional management departments, is an effective way to reduce costs. In these enterprises, human resource management department, administrative department and sometimes even financial accounting department may be merged into one department to provide comprehensive functional support for enterprises. On the other hand, in the new market environment, giant multinational companies find that their huge scale is no longer an advantage. Due to the pressure of fierce competition, they also implemented the so-called "internal entrepreneur" management mode within the group, reorganizing large companies with hundreds of thousands of people around the world into hundreds of relatively independent and self-financing cost and profit centers. These cost profit centers enjoy great autonomy and independent management rights in finance, personnel, production and sales management. Such a cost profit center is very similar to the single small and medium-sized company mentioned above, and the function of its human resource management department is also inevitable.
The second possible trend: the differentiation of human resource functions: all functions of human resource management can be simply summarized as human resource allocation (including human resource planning, recruitment, selection, employment, deployment, promotion, demotion, job rotation, etc. ), training and development (skills training, potential development, career management, organizational learning, etc. ), wages and benefits (remuneration, rewards, etc. ), and system construction (organization design). If these four functions are gradually formed and perfected in the process of its development, then, with the change of the external business environment of enterprises and the development of social special consulting services, these functions will be re-divided and part of them will be transferred to the socialized enterprise management service network. The management function of an enterprise is a means for an enterprise to achieve its business objectives. An enterprise can re-distinguish and combine these means according to its business needs in order to achieve its best management in a specific environment. The four functional activities of human resource management are interrelated and independent. It is theoretically feasible to distinguish and combine them in different ways, which is also common in enterprise management practice.
The third possible trend: strengthening human resource management. The strengthening trend of human resource management seems to contradict the above two aspects, but it is actually different sides of the same problem. The weakening and differentiation of human resource management functions mentioned in the above two aspects is only a part of human resource management functions, not all functions. In fact, while some functions are weakened and differentiated, other functions of human resource management are gradually strengthened. According to the macro-management theory of organizations, organizations with cohesion and long-term high growth ability all have a common ideal and mission recognized by most employees. In a sense, all the management activities of the organization are to realize the ideal and mission of the organization. Therefore, human resource management tends to emphasize strategic issues and how to make human resources make greater contributions to the realization of organizational goals.
The strengthening of human resource management mainly focuses on whether the organization is sensitive to the needs of risk-takers, developing human resources to meet future challenges, and ensuring that employees focus on increasing the added value of organizational input.
The fourth possible trend: the human resource management methods of government departments and private institutions are gradually consistent. Generally speaking, the management mode of government departments is very different from that of private institutions, because the government belongs to the management department of social affairs, and its main goal is justice and fairness; Private institutions are mostly profit-making units, and efficiency and benefit are their typical characteristics. However, since the 1980s, many countries, especially some countries in Europe and America, have suffered from unsatisfactory domestic economic situation and long-term implementation of the welfare state system, resulting in high public expenditure, and all sectors of society are quite critical of the work of government departments. In this case, European and American countries began to take the lead in implementing the so-called "new public * * * management", and government services should also be dominated by market concepts, emphasizing that management methods should be closer to private institutions and introduce concepts such as competition, efficiency and effectiveness. Therefore, more flexible and adaptable human resource management has been widely valued by governments all over the world. Among these changes, the most striking thing is to change the lifelong employment system and pension system of civil servants, gradually implement flexible entry and exit systems, and establish an incentive mechanism based on work performance. At the same time, through proper training and development system, not only the knowledge and skills of civil servants are improved, but also their sense of responsibility and mission of serving the public is strengthened. These reforms, on the one hand, make government departments form a new competitive human resource management system similar to private institutions, on the other hand, create a new government management culture based on fairness and efficiency, which in turn further affects the business philosophy and management philosophy of private institutions. Although the ultimate goals of the government and the private sector are still very different, their gradual trend in management is becoming more and more obvious.