In the 21st century, with the arrival of the era of global economic integration, along with the rapid expansion of competition scope, human resource has become one of the most important resources of an enterprise, therefore, the development and management of human resources has become the most criti...
In the 21st century, with the arrival of the era of global economic integration, along with the rapid expansion of competition scope, human resource has become one of the most important resources of an enterprise, therefore, the development and management of human resources has become the most critical management functions of an enterprise. In China, the management of modern enterprises started relatively late and encountered the tide of globalization when it isn’t mature enough. The information technology and the WTO not only provide historic opportunities for Chinese enterprises, but also possess new challenges to them. In order to win in the competition with multinational companies and achieve sustainable development, Chinese companies must attach great importance to their development and management, especially the development and management of human resources. On the other hand, modern human resources management was introduced into China in the early 1990s, after nearly 20 years of development, the discipline system, personnel training and corporate human resources management practices of human resources management have made considerable progress, although not mature enough. So it requires China to conscientiously sum up the experience of the human resources management practices of Chinese enterprises while making more efforts to continuously introduce more foreign human resources management concepts methods and technologies, and then create a human resource management system with Chinese characteristics so as to promote the steady growth of Chinese enterprises on the basis of Western experience. This paper, based on creative human resource management researches and in the approach of case study, conducts analysis and studies on human resources status that Chinese enterprises face. This paper case studies two international electronics companies in China, namely, Lenovo and ZTE in-depth. This paper, starting from the two companies’ creative human resource management, analyzes several major issues that Chinese enterprises face in human resource management, and from the angle of creative human resources concept and basic theories, makes a detailed description of their own creative human resource management models and proposes counter-measures and improvement programs. Through the study of this paper, Chinese enterprises can to some extent be inspired and enlightened so that they can more effectively train, motivate and retain their staff in the future human resource management. After research and analysis, this paper finds out the following issues that currently Chinese enterprises have to hurdle in human resources. 1. Shocks and impacts that the global economic integration and cultural diversity bring on human resources management. 2. Putting more emphasis on management while neglecting development. 3. Blindly worshiping Western advanced management concepts. 4. Lack of investment in human resources and imperfect training mechanism. 5. Segregation between management and assessment. 6. Paying much attention to short-term results while neglecting long-term or process performance. The above points demand Chinese enterprises to conduct deep reflections and reviews. This paper, through creative human resource management research of these two companies and concerning the problems that Chinese enterprises in human resources field, summarizes and proposes the following countermeasures: 1. Establishing a modernized human resources management concept. 2. Strengthening staff training. 3. Establishing a diversified staff training system and improving the training system. 4. Establishing a remuneration system which draws a clear-cut line between reward and punishment. 5. Introducing corporate culture systems with internationalized management from abroad. 6. Creating a sound corporate culture and corporate learning atmosphere. 7. Optimizing employee recruitment policies. Now more and more Chinese entrepreneurs and corporate managers have gradually realized the importance of human resources management for the development of an enterprise, however, there are still many problems and puzzles in human resource planning. Human resource work is a professional work, which has high requirements for the quality, understanding and learning abilities of the workers. An excellent human resources worker needs profound working experience, keen insight of the society and talents as well as a strong sense of responsibility. The development and management of human resources are the guarantee of the sustainable development of organizations, especially for those small and medium enterprises which are pursuing development and growth. To develop and effectively implement the human resource planning is not determined by the size of the company; however, the most critical thing is to formulate a rational personnel policy according to the development strategy and management characteristics of the company. From the 30 years of history since China implemented the policy of reform and opening up to the outside world, it can clearly see that human resources are really the most important resources to promote Chinese economic development, which can be called the 'primary resources'. And what’s more important is the average amount of natural resources per capita in China isn’t dominant compared with many other countries, and the consumption level of natural resources is already high in the production of national wealth, so the only way for China to achieve sustainable economic and social development is to further develop its advantages in human resources. The development experience of the countries in the world has proven that labor costs will inevitably continue to increase with the development of economy. A country’s human resource advantages are mainly reflected in two aspects. One is the education quality of human resources, which indicates the potential productivity; the other is the management le
In the 21st century, with the arrival of the era of global economic integration, along with the rapid expansion of competition scope, human resource has become one of the most important resources of an enterprise, therefore, the development and management of human resources has become the most critical management functions of an enterprise. In China, the management of modern enterprises started relatively late and encountered the tide of globalization when it isn’t mature enough. The information technology and the WTO not only provide historic opportunities for Chinese enterprises, but also possess new challenges to them. In order to win in the competition with multinational companies and achieve sustainable development, Chinese companies must attach great importance to their development and management, especially the development and management of human resources. On the other hand, modern human resources management was introduced into China in the early 1990s, after nearly 20 years of development, the discipline system, personnel training and corporate human resources management practices of human resources management have made considerable progress, although not mature enough. So it requires China to conscientiously sum up the experience of the human resources management practices of Chinese enterprises while making more efforts to continuously introduce more foreign human resources management concepts methods and technologies, and then create a human resource management system with Chinese characteristics so as to promote the steady growth of Chinese enterprises on the basis of Western experience. This paper, based on creative human resource management researches and in the approach of case study, conducts analysis and studies on human resources status that Chinese enterprises face. This paper case studies two international electronics companies in China, namely, Lenovo and ZTE in-depth. This paper, starting from the two companies’ creative human resource management, analyzes several major issues that Chinese enterprises face in human resource management, and from the angle of creative human resources concept and basic theories, makes a detailed description of their own creative human resource management models and proposes counter-measures and improvement programs. Through the study of this paper, Chinese enterprises can to some extent be inspired and enlightened so that they can more effectively train, motivate and retain their staff in the future human resource management. After research and analysis, this paper finds out the following issues that currently Chinese enterprises have to hurdle in human resources. 1. Shocks and impacts that the global economic integration and cultural diversity bring on human resources management. 2. Putting more emphasis on management while neglecting development. 3. Blindly worshiping Western advanced management concepts. 4. Lack of investment in human resources and imperfect training mechanism. 5. Segregation between management and assessment. 6. Paying much attention to short-term results while neglecting long-term or process performance. The above points demand Chinese enterprises to conduct deep reflections and reviews. This paper, through creative human resource management research of these two companies and concerning the problems that Chinese enterprises in human resources field, summarizes and proposes the following countermeasures: 1. Establishing a modernized human resources management concept. 2. Strengthening staff training. 3. Establishing a diversified staff training system and improving the training system. 4. Establishing a remuneration system which draws a clear-cut line between reward and punishment. 5. Introducing corporate culture systems with internationalized management from abroad. 6. Creating a sound corporate culture and corporate learning atmosphere. 7. Optimizing employee recruitment policies. Now more and more Chinese entrepreneurs and corporate managers have gradually realized the importance of human resources management for the development of an enterprise, however, there are still many problems and puzzles in human resource planning. Human resource work is a professional work, which has high requirements for the quality, understanding and learning abilities of the workers. An excellent human resources worker needs profound working experience, keen insight of the society and talents as well as a strong sense of responsibility. The development and management of human resources are the guarantee of the sustainable development of organizations, especially for those small and medium enterprises which are pursuing development and growth. To develop and effectively implement the human resource planning is not determined by the size of the company; however, the most critical thing is to formulate a rational personnel policy according to the development strategy and management characteristics of the company. From the 30 years of history since China implemented the policy of reform and opening up to the outside world, it can clearly see that human resources are really the most important resources to promote Chinese economic development, which can be called the 'primary resources'. And what’s more important is the average amount of natural resources per capita in China isn’t dominant compared with many other countries, and the consumption level of natural resources is already high in the production of national wealth, so the only way for China to achieve sustainable economic and social development is to further develop its advantages in human resources. The development experience of the countries in the world has proven that labor costs will inevitably continue to increase with the development of economy. A country’s human resource advantages are mainly reflected in two aspects. One is the education quality of human resources, which indicates the potential productivity; the other is the management le
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