中英文对照：民营企业人力资源管理

中英文对照：民营企业人力资源管理 附 录 Manpower Resource Management of Enterprise Run by The Local People Importance of manpower resources management of enterprise run by the local people Contemporary business administration is the management of regarding people as the center. people are carriers of resources , such as knowledge , information , technology ,etc.. The human resources are the most valuable resources of enterprise, the competition among enterprises displays the competition for human resources after all, Dell. Carnegie has said " if my enterprises have been burnt, but keep people here, I will be still the steel magnate in 20 years ", helping and saying too that " enterprise's best assets have been the people " of Panasonic's good fortune. This must is it pay close attention to the management of the human resources as market enterprise of main body to require, in order to fully arousing the enthusiasm of people and creativity, realize the value of the human resources. In new economic era, enterprises put emphasis on being based on " people ", but the enterprise run by the local people does not preponderate in competing with talents of other enterprises, opposite to for sure inferior position, so to enterprise run by the local people, there should be acquisition advantage of manpower resources management, must comply with new era development trend of manpower resources management, utilize one's own advantage, take the effective measure to strengthen manpower resources management. Only through the perfection of manpower resources 1 management, the enterprise run by the local people could raise its benefit , in the invincible position in the market economy with keen competition. Manpower resources management existing problem of enterprise run by the local people 1 Lack the strategically planning of the human resources The enterprise run by the local people of our country often ignores the human resources to plan while making the development strategy, consider this human resources state and human resources system of enterprise this of enterprise could effective strategy of supporting the development of enterprise either, human resources and enterprise's development strategy mismatch. A lot of enterprise run by the local people when the human resources become the bottleneck of enterprise’s development just carries on talent's signboard, staffs training, etc. Meanwhile, our country a lot of enterprise run by the local people have utilitarianism, regard people as the cost instead of resources, is it train to use without to talent, is it develop talent, train talent, use talent, effective idea of managerial talent rationally to lack. Lack human resources strategically planning, has hindered the realization of enterprise's development strategy seriously, outmoded talent idea make talent development ability of enterprise only remain at the existing level, can't excavate people's latent energy, can't arouse the enthusiasm of staff in and creativity, it is disadvantageous that enterprises extremely develop. 2 Organization structuring is uncompleted; lack the specialized human resources administrator Most enterprises run by the local people do not set up the special human resources management organization at present, it can only be mostly hold 2 concurrent lied by the general manager office. Set up enterprise of Human Resource Department to change into " Human Resource Department " " personnel department " mostly already, the function of the department still stays within the range of traditional personnel management, operate according to the traditional personnel management mode taking " thing " as the center of " static behavior ", have not undertaken the real work of manpower resources management. In staffing, have not armed with corresponding personnel to manpower resources management, or there are personnel that is but not specialized, the human resources administrator's quality is on the low side, can't play an effective role. There is no human resources administrator old at all in enterprises that is even having, the human resources managements of recruiting, choosing the right person, choosing etc. are being all had the final say on alone by bosses. Organization structuring incompletely, lack specialized human resources administrator and modern human resources regularization, specialized extremely incongruity management. 3 Manpower resources management is still the traditional personnel management In a lot of enterprises run by the local people in our country, do not have idea of modern manpower resources management, management in people is it realize people in conformity with thing through " controlling " and " obeying " to put emphasis on, and ignore the full play of people's ability. In the enterprise run by the local people, pay attention to reality of people exist often, pay attention to people realistic education schooling, realistic ability to work, physical stamina that may use already; Emphasize people are social, value the discipline, system, restrain the s behavior through making various kinds of rules 3 and regulations, and has not considered the really needing of the staff; Regard people as the cost instead of resources suitable for developing, concentrate attention on how to economize the cost, ignore staffs training development; In a lot of enterprise run by the local people , abominable condition of work have , exist staff or super strong to work but is it obtain corresponding issue of remuneration to have in overtime generally at the same time. Implement traditional personnel management makes people can their, lack working enthusiasm and creativity to the limit. The enterprise run by the local people cannot attract real talents; personnel's loss is serious. 4 Put emphasis on managing; encourage the means to be single Most enterprise run by the local people is it organizes management system and formulation of hyper visor in to put emphasis on overly, ignore and set up and perfect the incentive mechanisms of enterprises. Some enterprises run by the local people have already begun to realize talents' importance at present, and attract talents, retain staff with higher material remuneration, but in manpower resources management, not based on " people “, give the staff spiritual encouragement, such as promoting, training, honor, etc. A lot of private entrepreneur consider Hertz berg dual factors health care factor of theory ignore the factor of encouraging only, single encouragement means can improve working passion of staff, staff utilization benefit does not reach satisfied to take. 5 Train the mechanism to be imperfect A lot of enterprise run by the local people choose the right person only but sterile people, what they need realistic talent of practice type, it is enterprise's contribution to cause. A lot of enterprises run by the local people are unwilling to work hard in staff training, on one hand they think that people are the cost, 4 unwilling to make the investment to staff training; Lack confidence to personnel training another, manpower, material resources drop ed into to worry about already have repayment, worry about talents trained and be unable to serve them even more. Among enterprise, train boss have the final say often, when train, what does it train, train what kind of talent plan, just consider and train only while needing. Train mechanism imperfect to make enterprise run by the local people unable to win real talents, there are no talents without training. Perfect the countermeasure of manpower resources management of enterprise run by the local people 1 Emancipate the mind, change the idea The manpower resources management of a lot of enterprises run by the local people in our country still remains at traditional personnel management stage at present, most administrators have not had a profound understanding and understood to manpower resources management, the outmoded, working status of work method has not been paid attention to, it is already extremely urgent in manpower resources management to strengthen the enterprise run by the local people at the present stage. Enterprise run by the local people is it pay attention to control over thing change to the management to people putting emphasis on to want, the policymakers of enterprises want to emancipate the mind, change the idea, really realize that people are the first resource of enterprises, people's management rises to modern and real manpower resources management from simple personnel management, realize that manpower resources management is not merely a thing of Human Resource Department, but the duty of the administrative staff at all levels, establish a good foundation for enterprise's manpower resources management development. 5 2 Perfect organization structuring; accelerate the cultivation of the human resources administrator Emphasizing the new era of management when " people first ", it is difficult to imagine to lack the real human resources administrative department. Our country most enterprise run by the local people must perfect human resources establishment of management organization, adjust institutional framework. Set up the special human resources administrative department, exercise the duty of manpower resources management, make human resources administrative decision take, scientific process, standardize. Should accelerate the administrators' cultivation of human resources at the same time, according to present situation, the enterprise run by the local people can attract the professional personage's of some manpower resources management from the outside, popularize the idea and knowledge of manpower resources management in enterprise's operator, train the specialized human resources managerial talent, make the manpower resources management of enterprise run by the local people go on the regularization , specialized road. 3 Emphasize the management idea that " people first " " People first " is it launch every job to regard people as the center. regard people as enterprise most vigorous, have dynamic role and creative resource most. In new economic era, the enterprise run by the local people should realize that manpower is resources creating more value instead of the cost, is it place attention on how develop talent, use talent, effective managerial talent at work rationally to want, excavate people's latent energy, make manpower play a bigger role, create the older income. Want respect interests of staff at the same time, " control " for " respect “, " care ", is it pay attention to staff material and 6 need on both side of spirit to want, create a loose working environment for staff, thus keep here and attract the more outstanding talents. Only in this way, enterprises could handle a situation with ease in the fierce market competition, make for enterprise run by the local people strong to make heavy to establish the solid foundation. 4 Omni-directional component human resources management system Manpower resources management one system engineering, choose, educate people, choose the right person, leave people, etc. work, is it strengthen and perfect enterprise run by the local people manpower resources management to want, must from omni-directional to structure the management system of human resources. (1) Set up scientific management system. Set up overalls, perfect, the feasible management system could raise the management level; reflect enterprise's aim and values. The work carried on in present private business administration has mainly: Carry on rational organization design, dividing the work, clear-cut job responsibility scientifically, perfect enterprise's corporate governance structure, form the organizing system with unanimous right, responsibility, profit; Set up scientific talent choose the mechanism. Provide the equal competition chance for internal and external personnel, adhere to the open, just, fair principle in choosing, thus attract real talents; Third, set up labor and employment system in accordance with the law. Sign the labor contract in accordance with the law, handle affairs according to the contract strictly, improve the staff's working environment, and pay the staff's social insurance in accordance with the law. (2) Set up scientific incentive mechanism. Seen from the present, set up scientific incentive mechanism should first raise salary, welfare treatment of staff in enterprise run by the local people. The salary 7 is still that the first of the staff's needs, one of the purposes that the staff work for enterprise run by the local people is to obtain corresponding remuneration. In addition, the level of the remuneration is one of the measure of staff's value either, higher salary can not merely make the staff material need to be satisfied, can meet the staff's psychology's needs at the same time, have heavy encouragement function very to staff. While the material is encouraged, is it pay attention to spirit of staff encourage to want, is it set up one hit encouragement system that multidimensional take to want, train and strengthen the staff's sense of ownership of organization. Is it strengthen to strive for victory wanting and enterprising spirit people to come through incentive mechanism, let the staff contribute constantly for enterprises. 5 Strengthen enterprise's cultural construction The corporate culture is the common values that the staff admits; it has stronger condensing the function. Enterprise's cultural construction is the important content of the modern enterprise system, essence its first kind people first, regard culture as characteristic, management philosophy and mode taking exciting and arousing staff's enthusiasm and creativity as purpose. Corporate culture is it reflect to come through a series of administration behavior, such as enterprise transparency of strategic objective, relative fairness that inside assign, the rationality which talents use, the security that the job ensures waits, can reflect the values advocated of an enterprise. Hopes between staff and enterprise to collective approval that the goal pursued of the corporate culture is individual, set up a kind of interdynamic and interdependent relation, make the staff have a sentimental attachment for and have deep love for one's own enterprises finally. The enterprise run by the local people will set up outstanding corporate culture, 8 first, establish the correct values; Second , temper remarkable enterprising spirit in managing the difficult point ; Third , rely on the staff's strength to establish the good corporate image. In a word , only combine the reality of the enterprise run by the local people of our country , adopt the positive and effective manpower resources management tactics, regarding outstanding manpower resource distribution as enterprise's development to serve, the enterprise run by the local people could realize sustainable development , establish in an unassailable position in the market competition. 9 民营企业人力资源管理 民营企业人力资源管理的重要性 当代企业管理是以人为中心的管理，人是知识、信息、技术等资源的载体。人力资源是企业最宝贵的资源，企业间的竞争归根到底表现为人力资源的竞争，戴尔。卡耐基就曾说“假如我的企业被烧掉了，但把人留住，我20年后还是钢铁大王”，松下幸之助也曾说“企业最好的资产是人”。这就必然要求作为市场主体的企业必须高度重视人力资源的管理，以充分调动人的积极性和创造性，实现人力资源的价值。在新经济时代，企业强调以“人”为本，而民营企业在与其他企业人才竞争中并不占优势，相反还存在一定的劣势，因此对于民营企业来说，要有人力资源管理的获得优势，必须顺应新时代人力资源管理的发展趋势，利用自身的优势，采取有效的措施加强人力资源管理。只有通过人力资源管理的完善，民营企业才能提高其效益，在竞争激烈的市场经济中处于不败之地。 民营企业人力资源管理存在的问题 1 缺乏人力资源的战略规划 我国民营企业在制定发展战略时，往往忽视人力资源规划，也不考虑本企业的人力资源状况及本企业的人力资源体系能否有效的支持企业发展的战略，人力资源与企业发展战略不匹配。许多民营企业在人力资源成为企业发展的瓶颈时，才进行人才招牌、员工培训等。同时，我国许多民营企业存在功利主义，把人看作是成本而不是资源，对人才只使用不培训，缺乏开发人才、培训人才、合理使用人才、有效管理人才的观念。缺乏人力资源战略规划，严重阻碍了企业发展战略的实现，陈旧的人才观念使企业的人才开发能力只停留在现有水平上，不能挖掘人的潜能，不能调动员工的积极性和创造性，对企业发展极为不利。 2 机构设置不到位，缺乏专业的人力资源管理者 目前大多数民营企业没有设置专门的人力资源管理机构，其只能大多由总经理办公室兼任。已设置人力资源部的企业大多是将“人事部”改为“人力资源部”，部门的功能仍停留在传统的人事管理范围内，按“静态”的以“事”为中心的传统人事管理模式进行操作，并没有承担人力资源管理的真正工作。在人员配备方面，对人力资源管理没有配备相应的人员，或者有人员但不是专业的，人力资源管理者的素质偏低，不能发挥有效作用。甚至在有的企业根本旧没有人力资源管理者，招人、用人、选人等人力资源管理工作都是老板一人说了算。机构设置不到位、缺乏专业的人力资源管理者与现代人力资源正规化、专业化管理极不协调。 10 3 人力资源管理仍是传统的人事管理 在我国许多民营企业中，没有现代人力资源管理的理念，对人的管理强调通过“控制”和“服从”来实现人与事相适应，而忽视人的才能的发挥。在民营企业里，往往重视人的现实存在，注重人现实的教育文化程度、现实的工作能力、已经可以使用的体能;强调人的社会性，看重纪律、制度，通过制定各种规章制度来约束人的行为，而没有考虑到员工的真正需要;把人看作是成本而不是可供开发的资源，把注意力集中在如何节约成本上，忽视员工培训开发;同时在许多民营企业里，工作条件恶劣，普遍存在员工超时或超强劳动而没有获得相应报酬的问题。实行传统的人事管理使人不能尽其才，缺乏工作积极性和创造性。民营企业吸引不到真正的人才，人员流失严重。 4 强调管理，激励手段单一 大多数民营企业过于强调组织中的 管理制度 档案管理制度下载食品安全管理制度下载三类维修管理制度下载财务管理制度免费下载安全设施管理制度下载 和管理程序的制定，忽视建立和健全企业的激励机制。目前一些民营企业已开始认识到了人才的重要性，并以较高的物质报酬吸引人才、留住人才，但在人力资源管理中，没有以“人”为本，给员工晋升、培训、荣誉等精神上的激励。许多民营企业家只考虑到了赫茨伯格双因素理论中的保健因素而忽视了激励因素，单一的激励手段不能提高员工的工作激情，员工使用效益没有达到满意化。 5 培训机制不健全 许多民营企业只用人而不育人，他们需要的是现实的实践型的人才，最好招来就为企业贡献。许多民营企业不愿在人员培训上下功夫，一方面是他们认为人是成本，舍不得对人员培训进行投资;另一方面是对人才培养缺乏自信，既担心投入的人力、物力没有回报，更担心培训的人才不能为他们服务。在企业中，培训往往是老板说了算，什么时候培训、培训什么、培训什么样的人才没有规划，只有在需要的时候才考虑到培训。培训机制的不健全使民营企业不能获得真正的人才，没有培训就没有人才。 完善民营企业人力资源管理的对策 1 解放思想，转变观念 当前我国许多民营企业的人力资源管理仍停留在传统人事管理阶段，大多数管理者并未对人力资源管理有一个深层次的认识和了解、工作 方法 快递客服问题件处理详细方法山木方法pdf计算方法pdf华与华方法下载八字理论方法下载 陈旧、工作地位未受到重视，在现阶段加强民营企业人力资源管理已迫在眉睫。民营企业要从强调重视对物的管理向对人的管理转变，企业的决策者要解放思想、转变观念，真正认识到人是企业的第一资源，把人的管理从简单的人事管理上升到现代真正的人力资源管理，认识到人力资源管理不仅是人力资源部门的事，而是各级管理人员的职责，为企业人力资源管理发展奠定一个良好的基础。 11 2 完善机构设置，加快对人力资源管理者的培养 在强调“以人为本”的管理新时代，缺乏真正人力资源管理部门是难以想象的。我国大多数民营企业必须完善人力资源管理机构的设置，调整组织结构。要设立专门的人力资源管理部门，行使人力资源管理的职责，使人力资源管理决策化、科学化、 规范 编程规范下载gsp规范下载钢格栅规范下载警徽规范下载建设厅规范下载 化。同时要加快人力资源管理者的培养，从目前情况来看，民营企业可以从外部吸引部分人力资源管理专业人士加盟，要在企业经营者中普及人力资源管理的理念和知识，培养专业的人力资源管理人才，使民营企业人力资源管理走上正规化、专业化的道路。 3 强调“以人为本”的管理理念 “以人为本”就是以人为中心开展各项工作，把人看作是企业最具活力，最具能动性和创造性的资源。在新经济时代，民营企业要认识到人力是能够创造更多价值的资源而不是成本，要把注意力放在如何开发人才、合理使用人才、有效管理人才的工作上，要挖掘人的潜能，使人力发挥更大的作用，创造更大的收益。同时要把尊重员工的利益，边“控制”为“尊重”、“关心”，要重视员工物质和精神双方面的需要，为员工创造一个宽松的工作环境，从而留住和吸引更多优秀人才的加盟。只有这样，企业才能在激烈的市场竞争中应付自如，为民营企业做强做大奠定坚实的基础。 4 全方位构件人力资源管理体系 人力资源管理是一项系统工程，包括选人、育人、用人、留人等工作，要加强和完善民营企业人力资源管理，必须从全方位构建人力资源管理体系。(1)建立科学的管理制度。建立全面、完善、可行的管理制度才能提高管理水平，体现企业宗旨和价值观。当前民营企业管理要进行的工作主要有:一是进行合理的组织设计、科学分工、职责分明，要健全企业法人治理结构，形成权、责、利一致的组织体系;二是建立科学的人才选拔机制。要给内外人员提供平等的竞争机会，在选人上坚持公开、公正、公平的原则，从而吸引到真正的人才;三是要依法建立劳动用工制度。依法签订劳动 合同 劳动合同范本免费下载装修合同范本免费下载租赁合同免费下载房屋买卖合同下载劳务合同范本下载 ，严格按合同办事，改善员工的工作环境，依法缴纳员工的社会保险。(2)建立科学的激励机制。从目前来看，在民营企业建立科学的激励机制首先要提高员工的工资、福利待遇。工资仍是员工的第一需要，员工到民营企业工作的目的之一就是获得相应的报酬。另外，报酬的高低也是衡量员工价值的 标准 excel标准偏差excel标准偏差函数exl标准差函数国标检验抽样标准表免费下载红头文件格式标准下载 之一，较高的工资不仅能使员工物质需要得到满足，同时也可满足员工的心理需要，对员工有很大的激励作用。在物质激励的同时，要注重员工的精神激励，要建立一中多维化的激励体系，培养和增强员工的组织归属感。通过激励机制来增强人的求胜欲和进取心，让员工为企业不断贡献。 12 5 加强企业文化建设 企业文化是全体员工认同的共同的价值观，它具有较强的凝聚功能。企业文化建设是现代企业制度的重要内容，其本质是一种以人为本、以文化为特征、以激发和调动员工积极性和创造性为目的的经营思想和模式。企业文化通过一系列管理行为来体现，如企业战略目标的透明性，内部分配的相对公平性，人才使用的合理性，职业保障的安全性等，均能反映一个企业所倡导的价值观。企业文化所追求的目标是个人对集体的认同，希望在员工和企业之间，建立起一种互动相依的关系，最终使员工依恋并热爱自己的企业。民营企业要建立优秀的企业文化，一是要树立正确的价值观念;二是要在经营难点中锤炼卓越的企业精神;三是依靠员工的力量树立良好的企业形象。 总之，只有结合我国民营企业的实际，采取积极有效的人力资源管理策略，以优秀的人力资源配置为企业发展服务，民营企业才能实现可持续发展，在市场竞争中立于不败之地。 13