【正文】 reducing costs/reduce investment. This way has achieved great success in some countries, for example, Canada. Spending on HR outsourcing in Canada, is forecast to increase by more than 13%, on average, every year between 2005 and 2009 (Jim Westcott, 2005). The majority of HR strategies have been developed over the last decade. Twenty per cent of respondents indicate that an HR strategy has been in place at their institution for less than three years, 60% report that the HR strategy was developed in the past three to seven years and 20% indicate that the strategy is ten or more years old. These data reinforce the notion that HR management has taken on a much more strategic role within the past decade. The HR strategy in recruitment and retention can be discussed in longterm goals as well as shorterterm operational procedures. In terms of recruitment and retention some institutions are primarily concerned with shortterm objectives. For example, one Canadian respondent stated that their HR strategy involves ‘a(chǎn)n annual recruitment and retention plan that governs academic staff hiring and retention for the following academic year’ (Ronold G Ehrenbdeg, 2005). Other responses highlight longterm objectives and broader issues relating to staff development and performance as well as policy and strategic planning for future institutional growth. For example, one Australian institution states that their HR strategy is concerned with ‘workforce planning, age profiling, attraction and retention issues, and reengineering the recruitment process’. The general focus of this strategy is on strategic planning for successive generations. Question 2 With China39。t want to incur the required investment), or those that want to focus on core petencies. The advantage of HR outsourcing is obvious: Obtaining access to (internally) unavailable expertise, skills, technologies。The Development of Human Resource Management In ChinaIntroduction With the advent of the 21st century, Human Resource Management, as a relatively new management subject, is playing a more and more important role in today’s business activities. This report mainly discusses 3 questions about today’s human resource management. The first section discusses the changing function of human resource management in terms of 3 aspects which are staffpany relations, HR model development and HR strategies. The second section describes the exploring stage of HRM in China. System building, recruitment and motivation are the three aspects to support the opinion. The third section discusses the new challenges that HR managers in China may face. In this part, challenges from the changing business age, HR managers’ abilities to deal with uncertainty and ambiguity and solitary to collective activity are discussed. Question 1 Human resource management, as the quickly developing subject, without doubt, has changed a lot in its function in many fields. This section will mainly discuss the HRM’s change and expansion in the aspect of staffpany relations, HR model development and HR strategies as the following. In the aspect of the staffpany relations, the changing functions will be discussed from 3 aspects which are power factors, employees and motivational method. First, in terms of the power factors, 10 years ago the relationship between employees and the pany was regarded as ‘Labor and Enterprise’ while nowadays more panies show understanding and respect for the human spirit. For example, Google China places a piano in the hall of the pany and even set a kitchen and the washing machine for their employees (Jim Westcott, 2005). Second, in terms of the employees, employees are considered as thinking and rational beings around 10 years ago. The reason why they chose this pany was the satisfactory salary. But today, staffs are considered as fully evolved, pletely satisfied, mature human beings. Third, in the motivational methods aspect, the change is really huge. A decade ago, panies often drove employees through basic needs such as a big bonus. While the role seems to highlight people’s social and intellectual needs. In the aspect of HR model development, some human resource management functions have expanded during the past decade. One of the new products of human resource management is the HR outsourcing which support the core HR activities and business processes associated with HR administration. Outsourcing HR functions or processes is a viable decision for businesses, particularly those whose internal HR department has reached the limit of its effectiveness。從工業(yè)時代變化為信息時代，穩(wěn)定到改變，體力到腦力勞動成為中國人力資源管理首要面臨的挑戰(zhàn)。 在未完成的人力資源管理體系建設中，單一的招聘形式，不斷增長的面試技術(shù)和在華企業(yè)長期缺乏動力，所有這些事實表明 ，中國在人力資源管理的發(fā)展方面還有很長的路要走 。人力資源的外包模式顯示出其強大的競爭力 ，并可能成為人力資源管理主要的方式作為使用。 結(jié)論 本文首先分析了現(xiàn)今人力資源管理職能的改變。我們習慣個人化的，孤立的工作，我們需要改變?yōu)楦咝阅艿膱F隊合作。對個別老強調(diào)效率（上取決于該組織的總有效率）正在被集團的協(xié)同作用所取代。 隨著技術(shù)越來越復雜和困難，這幾乎是不可能只有一個人完成的項目。我們需要習慣于思想性，創(chuàng)造性和創(chuàng)新性的工作。 現(xiàn)在 ，人們意識到倡導者們那些具有重要貢獻的行為和知識是他們自己的智慧和才能。常規(guī)和單調(diào)正在讓位給創(chuàng)新并且正在與傳統(tǒng)決裂。 下一個挑戰(zhàn)將是人力資源管理人員的適應能力即從體力勞動到腦力勞動的轉(zhuǎn)變（亞歷山大，1997年）。 我們習慣了確定性和可預見性問題?？沙掷m(xù)發(fā)展的重點在于將傳統(tǒng)和過去尋找創(chuàng)造和創(chuàng)新的方法轉(zhuǎn)變?yōu)樾碌慕鉀Q問題的方式，新的制作工藝，新產(chǎn)品和服務。 因此 ，人力資源管理可能面臨的第二個挑戰(zhàn)的是處理不確定性和模糊事態(tài)的能力。任何事情都在悄無聲息的變化著39。雖然員工的人數(shù)會有所減少，但人力資源管理的困難程度是不會降低 ，因為員工有更豐富的認識和信息。信息和知識作為新的就業(yè)機會的來源已經(jīng)取代了大部分制造業(yè)。工廠的工作由廠房的機器完成取代為在辦公室工作或在電腦終端下完成。信息領域、經(jīng)濟領域和知識領域是中國人力資源管理主要面臨的三個挑戰(zhàn)。 問題3 二十一世紀以來人力資源的職能已經(jīng)改變，這也是中國的人力資源管理人員將要迎接挑戰(zhàn)。來自中國數(shù)據(jù)庫最權(quán)威的數(shù)據(jù)庫顯示，％％的企業(yè)給予員工購股權(quán)作為對員工的長期激勵制度，％的企業(yè)還沒有實現(xiàn)長期激勵。支付管理人員獎勵直接顯示在他們的收入穩(wěn)步增長工資，這是非常直觀。目前，中國有百分之七十的員工與不同種族的人進行相同的工作卻得到不同等級的薪水（趙尹，2007年）。大多數(shù)中國公司都有激勵策略。例如知識測試，心理測試和演示的方式等引進到中國并且受到熱烈歡迎。其次，公司使用的招聘技術(shù)仍然處于發(fā)展階段。 雖然現(xiàn)代企業(yè)可以通過諸如網(wǎng)絡，獵頭公司，招聘會，校園招聘，廣告媒體等多種方式來進行招聘 ，而且可以提供企業(yè)人力資源信息的渠道越來越多，大多數(shù)的公司的人仍然選擇形式招聘會。只有9％的企業(yè)建立且落實了員工的職業(yè)發(fā)展規(guī)劃（趙尹，2007年）。此外，％的人能真正實施這一戰(zhàn)略。 在制度建設方面，中國的人力資源管理制度是不完善的。 問題2 隨著中國加入世貿(mào)組織，現(xiàn)代企業(yè)管理理念已逐漸接受了中國企業(yè)，人力資源管理已經(jīng)得到了發(fā)展和推廣在大多數(shù)企業(yè)中。 例如，一個澳大利亞的機構(gòu)指出 ，他們的人力資源戰(zhàn)略是關于人力規(guī)劃，年齡分析，吸引和保留，并在招聘過程再制定。（Ronold G Ehrenbdeg, 2005）。 例如，一個加拿大的受訪者說 ，他們的人力資源戰(zhàn)略涉及39。人力資源戰(zhàn)略討論了人員征聘和保留的長期目標和短期的運作程序。 大多數(shù)人力資源戰(zhàn)略已發(fā)展了近10年，百分之二十的受訪者指出人力資源策略在他們的