Graduation thesis of human resource management major

Model essay for graduation thesis of human resource management major

Keywords: human resouce's characteristic life cycle

Abstract: Human resource management is not permanent, so it is necessary to change management methods according to different situations in different periods. The development stages of enterprises are different, and the management characteristics of human resources are different, so different management policies should be adopted. This paper analyzes the characteristics and problems of human resource management in the life cycle of enterprise development.

◆ Chinese library classification number: F241 document identification code: A

Human resource management department is a department of human resource management and coordination in enterprises, which is indispensable for enterprises. Human resources play a regulatory role in the internal personnel or departments of enterprises, and are the departments responsible for the improvement and training of enterprise personnel. Therefore, we should always pay attention to the characteristics of human resource management and related issues in each life cycle of enterprises. Due to the development of enterprises, human resources should change management methods according to different situations in different periods, formulate a perfect and effective management system, and insist on periodic revision and improvement.

the role of human resource management

human resource management is the rationalization and effective supervision of human resources, which plays a role in the rational development and allocation of human resources, runs through the process of human resources, and is the analysis and summary of human resources prediction and planning. At the same time, it is also the distribution, training and adjustment of enterprise manpower, so as to improve the ideological consciousness and comprehensive quality of employees.

(a) timely recruitment of new members for the enterprise

The development of the enterprise is achieved through the concerted efforts of all employees. At the same time, due to different concepts, many employees leave, and the departure of employees has caused vacancies. At this time, human resource managers should recruit new members in time to ensure the normal operation of the business. The quality of recruiters also depends on the communication and coordination between the HR Commissioner and the leaders of vacant departments.

(II) Activators between departments and employees

In an enterprise, each department is both a separate entity and an inseparable whole. Therefore, maintaining harmony between departments is also the main responsibility of human resource managers. Because each department is responsible for different tasks, all of which are based on the completion of their own departments, once there is a cooperative relationship between departments, many problems will be involved. At this time, human resource managers need to coordinate contradictions and not delay their work because of differences. The same is true within departments, and the amount of work assigned is also the fuse of contradictions among employees. How to avoid these problems requires human resource managers to understand each employee, find out their own characteristics, assign work according to different characteristics, and convey it to the leaders of various departments in time to avoid similar problems. Let enterprise managers understand the importance of human resources. Only when enterprise managers truly understand the importance of human resources to enterprise development will they pay attention to it and employees will be paid attention to it.

(3) Training all employees

Regular training of employees is the primary task of human resource managers. The enterprise should cultivate the corporate culture of the person who has just entered the company, and learn the characteristics of this person from it and convey it to the department head in time. Regular training or knowledge exchange should also be conducted for old employees, so that departments and employees can cultivate feelings and get to know each other, so that they can give full play to their strengths and complete tasks in their work. Old employees will forget the corporate culture in their long-term work, and training or communication can correct the problems existing in employees. Enterprises should also learn from the management models of other enterprises and conduct internal analysis and research in a timely manner in combination with their own existing situation.

Characteristics of human resource management

The development of enterprises is a process from small to large, with more and more businesses and more complicated personnel. Enterprises can't always apply the original system of human resource management, so they should adjust and improve their management concepts in a timely manner. At the same time, we should also learn from the management models of other enterprises and learn from each other's strengths.

(a) the entrepreneurial stage of an enterprise

At this stage, there are not many employees and businesses in the enterprise, and the enterprise focuses on the business development of the enterprise, and the human resources management personnel are not responsible for many projects. Relatively, this department is equipped with one or two people. Human resource managers only need to do their daily work well. However, for the long-term development in the future, human resource managers should not only be satisfied with the status quo, but should constantly learn and enrich themselves, so that they can carry out business well after the enterprise grows.

(2) The development stage of the enterprise

At this stage, the number of personnel is gradually increasing, the business and problems faced are also gradually increasing, and the tasks of human resource managers are relatively increased. Human resources should not only recruit outstanding talents, but also conduct effective training and corporate culture transmission, and understand the characteristics of new employees during training and convey them to department leaders in time, so that department leaders can arrange their work according to the situation of new employees. At the same time, let all departments get familiar with it and avoid mistakes caused by unfamiliarity. It is necessary to conduct regular training, and train employees into the backbone of the company in terms of business promotion, so as to lay the foundation for the continuous expansion of the company. As human resource managers, we should constantly improve ourselves, improve our business ability, learn advanced management concepts, and make the human resources department an important and elite department of the enterprise.

(3) The mature stage of the enterprise

When the enterprise reaches a stable period of development, the management of the enterprise has reached a saturated state, so human resources need to formulate a set of perfect and effective management mechanisms, combine the management mechanisms of other enterprises with the current situation of the enterprise, and effectively manage it to make the enterprise harmonious. We should pay attention to the characteristics of enterprises: First, it is strategic. Human resources have entered the strategic stage and achieved strategic goals. The second is systematic. Establish a perfect system, update it irregularly, and evaluate the work of employees to motivate them to work hard. The third is universality. Let every employee know about human resources and know the functions of human resources. Cultivate employees' self-discipline, and take the initiative to assume functions. Understand that the company's harmony is no longer the patent of human resources. The fourth is foresight. Predictable for the future, through previous records, analysis and research, grasp the general direction of the company's development and the development of human resource management.

Problems and countermeasures in the process of human resource management

Every life cycle of enterprise development will face different problems. At this time, it is necessary for human resources to transform different management methods to solve the problems, which also reflects the management characteristics of different periods.

(1) Problems of human resource management in the enterprise life cycle

1. We can't fully understand employees, learn from each other's strengths and constantly motivate employees. The leaders of some enterprises don't pay enough attention to the training of personnel. They always think that if they can't do it, they will be replaced. There are many people who want to work, and they don't realize that real talents are not everywhere. An employee who is suitable for the enterprise and agrees with the corporate culture is hard to find. The competitiveness of enterprises to talents is not very strong, and the definition of talents is biased. Many enterprises think that talents are highly educated, or those with famous university degrees are talents. With the gradual popularization of universities, college students are no longer hard to find. Now it is generally believed that graduate students and doctoral students are talents, so many enterprises mark undergraduate or above in the column of academic qualifications. In this way, some people are eliminated, and the importance of experience is ignored. At the same time, the most suitable talents cultivated by enterprises themselves are also ignored, resulting in employees having no enthusiasm and only working mechanically. This state is not conducive to the development of enterprises. This is especially true for many family businesses, and all management based on the principle of self-help is a taboo in management.

2. Can't provide satisfactory treatment for talents. With the development of society, retaining talents and attaching great importance to talents are the concrete manifestations under the new economy. Many enterprises still don't understand that the competition of enterprises is the competition of talents. The cultivation and management of talents is an important step in the development of enterprises, and the important means to retain talents is the setting of salary, and good welfare treatment is the only means to retain talents. But nowadays, enterprises can't reasonably allocate the salary level and control the brain drain. They usually set the salary at the same level, no matter how much work they do or how little they earn, so many people will feel unbalanced, think that what they have done has no return, and their enthusiasm for work has declined, and some even want to change jobs. Also, although high wages are given, they think that they should serve the company wholeheartedly if they receive high wages. If not, they will be abusive. This kind of enterprise that does not know how to cultivate feelings with employees is also the main reason for the flow of talents.

3. Lack of long-term vision and skills training, and imperfect internal promotion system. The development of enterprises should have a perfect management system and training mechanism. Now many enterprises do not attach importance to enterprise training and think it is a project that wastes time and financial resources. Without a systematic training plan, employees can't constantly enrich fresh knowledge and improve their skills. Enterprises arrange some unimportant training, which leads to employees' lack of interest and investment in learning, which wastes both time and financial resources. There are also enterprises that do not have a perfect promotion system. Employees who have worked for many years have the same salary as new employees, which leads to employees' lack of enthusiasm and creativity and hinders the development of enterprises.

(II) Countermeasure analysis of human resource management

1. Establish a correct concept and respect employees. Employees no longer just work. Talent flow is a common phenomenon under the condition of market economy, and reasonable talent flow is an important link to maintain organizational vitality. However, the high turnover rate of talents will affect the stability of the talent team in enterprises, increase the cost of enterprises, and thus reduce the efficiency of enterprises. In the process of transforming China's small and medium-sized enterprises into modern enterprises, we should first establish the concept? Enterprises are people? 、? People are the backbone of enterprises? Our business philosophy, treating every employee equally, from work and study to life, welfare, medical security and even weddings and funerals, should show respect for employees. Especially in the face of unprecedented fierce competition in modern organizations, enterprises have to make major adjustments in business strategy and operation mode in order to meet the challenges, such as organizational merger, reorganization, layoffs, reduction of expenses, application of new management methods, etc. These changes have fundamentally changed the original enterprise employment relationship. Employees' sense of job stability in exchange for loyalty, compliance and hard work no longer exists.

2. according to the different needs of employees, provide generous welfare treatment to improve the enthusiasm of employees. According to the actual workload of employees, provide the same salary standard, and implement the principle of doing more and giving less. Fundamentally change the situation of employees being lazy and improve their enthusiasm. Then build feelings with employees, don't blindly think that you must work hard as long as you have money, and reprimand you if you don't do well. You should take certain measures and implement different incentive methods for different people. Let employees regard the unit as a big stage to show their talents, where they can play their strengths, express themselves and work together for the development of the enterprise. To judge a person's ability, we should consider comprehensively and cherish our old employees. They have worked in the enterprise for so long, have rich experience and have a thorough understanding of the enterprise, which is a solid foundation for the development of the enterprise. Enterprises should learn to seize and retain talents.

3. Do a good job in strategic planning of human resources and realize the strategic objectives of the organization. As a strategic plan, human resource planning focuses on preparing manpower for the future operation of the organization, continuously and systematically analyzing the organization's demand for human resources under changing conditions, and developing and formulating personnel policies that are suitable for the long-term benefits of the organization. According to the enterprise's development strategy, we should formulate medium-and long-term human resources planning, develop, train and evaluate human resources in a planned way, and form a ladder structure of enterprise talents, so as to meet the needs of talents in different development periods. Enterprises need to realize the strategic planning of enterprise human resources according to the balance analysis of enterprise human resources demand and supply.

4. Realize the specialization of human resource management. Realizing the specialization of human resource management mainly starts with improving the quality of human resource managers. The development of human resource management has entered a stage of in-depth, pragmatic, operational and development, and its main responsibility has changed from the coordination of daily personnel relations to providing effective solutions for enterprise development; From simple transaction management to all-round and in-depth development of employees' potential; From post-event management to process management and even advanced management: standardization and standardization have replaced experience management and become an important means for enterprises to improve efficiency. These changes put forward new quality requirements for human resource managers. At present, many private enterprises have begun to pay attention to the professionalization of human resource management team, and adopted corresponding strategies to strengthen this work, by attracting and accepting professional talents with special education, or strengthening professional training for human resource managers to realize the professionalization of human resource management in enterprises.

5. Do a good job in recruitment and scientifically allocate human resources. For Chinese enterprises, there are some problems in the recruitment of human resources, such as nonstandard procedures and backward methods. In particular, we need to learn from foreign experience and combine our own reality to improve the recruitment work and attract talents effectively. Therefore, enterprises must formulate a scientific and reasonable talent recruitment and selection system, formulate effective recruitment strategies according to the human resource planning of enterprises, and adopt scientific selection methods to ensure the quality and quality of recruited talents.

6. Strengthen personnel training. Private enterprises have strong flexibility and mobility in the use of human resources. Therefore, while actively adopting multi-entry and meritocracy, effective professional training system and internal rapid promotion system should be implemented for the existing human resources of enterprises. Carry out lifelong education project, carry out continuous training, update talent knowledge, improve talent quality, and promote talent appreciation to create? AS? Advantages, accumulation of enterprises? Zhiben? Strength, to? Zhiben? The increasing strength supports the soaring financial resources of enterprises.

to sum up, enterprises face different problems in each life cycle. The characteristics of human resource management will also change, which requires human resources to establish a complete management mechanism in order to deal with any problems in different periods. At the same time, we should improve the professional ability and comprehensive quality of human resources managers and build an elite human resources department.

references:

1. You Chuanxin. Research on strategic human resource management [J]. Contemporary managers, 26(5)

2. Qiao Beimei. Analysis on human resource management and competitive advantage of domestic enterprises [J]. Modern skill development, 22

3. Wei Guangxing. Summary and brief comment on enterprise life cycle theory.