提高國有企業(yè)人力資源管理人員素質(zhì)的方法和途徑-wenkub
2022-11-14 00:43:23 本頁面
【正文】 ty management an important factor, in the new historical conditions, should recognize the attributes and characteristics. Indicator economic rise, make the petition between enterprises focus on talent petition. In the face of increasingly fierce petition for talent. Enterprise how to better development and use of human resources, improving human resource management quality, has bee the core content of modern enterprise management. The enterprise participates in the market petition is the core of the talent petition. As market petition main body of stateowned enterprises have also made the talent is the first resource slogan, and the human resources management in the enterprise development strategy. The stateowned enterprise is the pillar of national economy, stateowned enterprises in the market petition in the survival and development, in the remain invincible in international petition, a very important and crucial factor, is must have a highquality workforce and a large number of outstanding talents. Human resource 2 management is known as the tube man, only to improve their quality, establish scientific talent to watch, can truly for the enterprise, talent selection, use only, only. From the present stage stateowned enterprise human resources management personnel quality analysis, personnel quality is uneven, some good and some bad, can not meet the needs of enterprise development. Good occupation moral, thinking and ability to solve problems and advance the innovation of human resources management personnel should have basic quality. To promote the business enterprise human resource management quality, can widen personnel sources, increase groom strength, establish a scientific performance appraisal system and an effective incentive means, implement the scientific management idea and scientific working mechanism methods and approaches to realization. Key words: human resource management。 人力資源管理者號(hào)稱 是 “ 管人的人 ” ，只有提高他們的素質(zhì)，樹立科學(xué)的人才觀，才能真正為企業(yè)選才 、 育才 、 用才 、 聚才 。企業(yè)如何更好的發(fā)展和利用人力資源，提高人力資源管理者的素質(zhì)，已成為現(xiàn)代企業(yè)管理的核心內(nèi)容。 企業(yè)持續(xù)經(jīng)營的首要要素，在新的歷史條件下，應(yīng)該重 新認(rèn)識(shí)人的屬性和特點(diǎn)。 企業(yè)參與市場競爭的核心就是人才競爭 。 從現(xiàn)階段國有企業(yè)人力資源管理人員素質(zhì)分析來看，人員的素質(zhì)還是良莠不齊，不能滿足企業(yè)發(fā)展的需要 。 quality。 很多企業(yè)在關(guān)注人力資源管理的同時(shí)，往往卻忽視了人力資源管理者本身的素質(zhì)，企業(yè)人力資源管理的成敗又很大程度上依賴于人力資源管理者的自身素質(zhì) 。一是基礎(chǔ)層面管理，主要是指招聘企業(yè)員工、簽訂勞動(dòng)合同、處理員工關(guān)系、組織績效考核、核準(zhǔn)員工對企業(yè)的價(jià)值貢獻(xiàn)等方面的管理；二是流程層面管理，是指為招聘、培訓(xùn)、薪酬、福利、績效考核等方面建立起規(guī)范、清晰、簡單可操作的管理制度，并不斷優(yōu)化管理流程；三是戰(zhàn)略層面管理，主要是結(jié)合企業(yè)經(jīng)營發(fā)展戰(zhàn)略的要求，對人力資源管理進(jìn)行科學(xué)規(guī)劃，合理布局； 四是文化層面管理，主要是指人力資源怎樣開發(fā)企業(yè)文化，活用企業(yè)文化，把企業(yè)文化內(nèi)在的精神實(shí)質(zhì)變成顯化的大家認(rèn)可的意識(shí)，提升員工的績效，從而為企業(yè)創(chuàng)造更大的經(jīng)濟(jì)效益。他們所熟悉的是國家和企業(yè)的相關(guān)人事制度、條例等“硬件”，對人力資源管理的含義、內(nèi)容、作用、如何運(yùn)用等“軟件”一知半解；二是缺乏制定人力資源規(guī)劃的能力和空間。不少人力資源管理人員往往還陷在傳統(tǒng)的管理模式中，按部就班，照章辦事，工作的自主性很小，創(chuàng)新的意識(shí)大多不強(qiáng)。以下三條則為 當(dāng)前國有企業(yè)人力資源管理人員綜合素質(zhì)結(jié)構(gòu)分析 ： 知識(shí)結(jié)構(gòu) 人力資源管理者在企業(yè)中扮演著人事管理專家的重要角色，所
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