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本文的内容 1.0 执行概要2 2.0 前言3 3.0 好处和注意事项3 4.0 问题和对策4 5.0 重要因素4 6.0 建议指导6 7.0 考虑7 8.0 方法和考虑7 9.0 结论8
10.0 参考文献9 1.0 执行概要
人力资源政策手册为公司员工关系的和谐发展起到了重要的参考价值。每个策略是一个慎重的使用指南,有助于彼此间精神的理解和政策的管理。这个政策适用于受雇于公司或参与公司企业结构的所有人(补偿和非补偿)。
重要的是全体员工理解和支持这一政策。因此,我们努力做到我们应该做到的事情，包括政策指南的来源(如其他标准政策和立场以及政府要求或法律)。信息政策的实施将主要附属于程序管理。
坚持这种政策的人是为了促进公司的不断发展，取得卓越的成就，以及促进公司对就业方面,员工发展和员工服务的影响。这些政策和程序将定期审查,可以进行必要的和适当的修改,以反映公司的动态。修改将会传达到所有公司员工,新的或修订的政策将会赋予个人监督责任。 Table of Contents 1.0Executive summary 2 2.0 Introduction 3 3.0 Benefits and considerations 3 4.0 Problems and Countermeasures 4 5.0 Important factors 4 6.0 Suggested guidance 6 7.0 Consideration 7 8.0 Approaches and consideration 7 9.0 Conclusion 8
10.0 References 9 1.0 Executive summary
The Human Resource Policy Manual plays a key reference to all companies’ employee relations policies. Each policy is a guideline to be used with discretion, understanding, and management in the spirit in which the policy is written. It is intended for use by ALL individuals who are employed by a company or who participate within the bounds of company’s corporate structure (compensated and non-compensated).
It is important that all staff understand and support this policy. Therefore, every effort is made to include sources for certain policy guidelines (such as other standard policies and positions as well as government requirements or legislation). Information regarding policy implementation will be found in accompanying procedures from management.
The specific policies people adhere to are designed to promote the philosophy of company with regard to standards of excellence; terms of employment; employee development; and employee services. These policies and procedures will be reviewed on a regular basis and may be revised as necessary and appropriate to reflect the dynamics of the company. Changes will be communicated to all company employees, and new or revised policies will be distributed to individuals with supervisory responsibility.
Under no circumstances are the statements contained in these policies to be considered a contract of employment, an obligation, or guarantee on the part of company. 2.0 Introduction
Human resource policies are systems of codified decisions, established by an organization, to support administrative personnel functions, performance management, employee relations and resource planning.
Each company has a different set of circumstances, and so develops an individual set of human resource policies.
Company seeks to provide all employees, with the most productive environment possible. Every employee can contribute to the quality of the work environment through good work habits, personal responsibility, respect for others, professional decorum, and cooperation with published procedures and programs. In addition, company expects all employees to cooperate in maintaining a quality work environment through the following initiatives. 3.0 Benefits and considerations
The importance of human resource management highlights is the result of market competition. Along with the socialist market economy fast development, the function of human resources management in enterprise management is also becoming increasingly important. Whether an enterprise can develop smoothly or not depends on the quality of the staff and the importance degree of human resources management in enterprise management (Torraco, 2005). Introducing the HR policies is not only helpful to satisfy enterprise management personnel requirements, improve individual and enterprise overall performance but also is the need of the development of enterprise and an important factor of enterprises’ core competitiveness.
Modern human resources management, human resource management department has been directly involved in the company strategic decision, deeply understand the company strategic intent, and other functional departments, coordinated together to achieve the company strategic objectives. In this new organization structure, human resources management plays a central role. 4.0 Problems and Countermeasures
HR policies allow an organization to be clear with employees on the nature of the organization, what they should expect from the organization, what the organization expects of them, how policies and procedures work, and what acceptable and unacceptable behavior is.
HR policies provide an organization with a mechanism to manage risk by staying up to date with current trends in employment standards and legislation. The policies must be framed in a manner that the companies vision & the human resource helping the company to achieve it or work towards it are at all levels benefited and at the same time not deviated from their main objective (Miles ,2006) . 5.0 Important factors
In the HR policy, the disciplinary, grievance, capability and redundancy are the basic factors.
The kind of disciplinary are time discipline, organization discipline; post discipline, coordination discipline; safety and health discipline and conduct discipline. The time discipline namely the worker in the work and rest time, attendance; The organization discipline namely the worker in obedience personnel deployment, and listen to command, keep a secret, accept supervision and aspects of the rules; The post discipline: that is the worker is in complete their labor tasks the job responsibilities, comply with the operating rules abide by the professional ethics of rules; The coordination discipline: namely the worker in the work process, post, between up and down the connection between the levels and fit the rules; The safety and health discipline: namely the worker in the labor safety and health, environmental protection rules and the conduct discipline: namely the worker in the clean and honest, love property, economize, cares about the collective aspects of the rules.
A grievance may arise from injustice or tyranny, and be a cause for rebellion or revolution.Everyone who is working in a company may have grievance, so in order to dispel the grievance the human resource management policy must include caring about the staffs’ psychology and trying best to improve the material benefits (Martell,2007).
Ability quality is the core of human resource management quality and the human resources management knowledge wisdom in the integrated embodiment. indicated The practice of human resource manager activities including content, range, implementation way are very wide and complicated, human resource managers want to perform in the human resources management work, must have the human resources management ability, organizational change ability, strategic management ability, knowledge management ability, communication ability and restoring force and so on many kinds of competency (Langbert,2001). Human resources management ability can be understood as the human resources management in human resources absorb, use, incentive, cultivating, preserved, and development of human resources activities shown by the professional technical ability. Human resources management ability is the most important and core ability, are the human resource managers doing good job the most basic ability, but also the requirements of the human resources management the important embodiment of the comprehensive quality. In addition, organizational change ability, strategic management ability, knowledge management ability help human resource managers to adapt to the change of environment inside and outside, make the human resource system and the whole enterprise strategy implementation of the consistent and international environment coordinated. Communication skills help human resource managers to have internal and external good communication, easy to work. Restoring force is to show from the frustration and disappointment in the ability to recover quickly. A strong restoring force human resource manager’s mentality is good, he can accept and face reality, can in time of peace prepare for war, and he can in the changing environment to make the right decision.
Redundancy is never far from the headlines and it is estimated that one in three of us are likely to experience it at some point in our working lives. Redundancy is not the same thing as resignation which comes from the employee voluntarily; it doesn’t mean sacking either, which usually involves a serious mistake on the part of the employee.
This would be if you have actually worked for your employer for at least two years. And there are certain ways of working out how much you’re entitled to. That’s a UK statutory redundancy pay and there would be a minimum figure for that and there are certain formulas that you can work out how much somebody is entitled (Sullytaglor, 2003). However, when we’re taking about other packages or looking at other organizations, which would actually have, for example, a policy where they offer a package that is above the UK statutory minimum.#p#分页标题#e# 6.0 Suggested guidance
Along with the developing of the economic, the above will continue to be important; another set of needs may become much more important. The modern enterprise HR management has many problems; we should improve our ability from these sides. Fist of all, according to the goal of enterprise established the employees conditions, through the planning, recruitment, test, evaluation, selection, and access enterprise staff required. Then through the enterprise culture, information communication, interpersonal harmony, to solve the conflicts and effective integration, make the enterprise internal individual, the masses of the target, behavior, attitude to the requirements of the enterprise and the concept, the formation of the height of the cooperation and coordination, give full play to the collective advantage, enhances the enterprise the productivity and efficiency (Argyris, 2004). Then through the salary, assessment, promotion and so on a series of management activities, maintain the enthusiasm of the employees, initiative and creativity, maintain the lawful rights and interests of employees, ensure employees in the workplace safety, healthy and comfortable working environment, to enhance staff satisfaction, satisfaction. Pprominent among these are Autonomy and Freedom, higher flexibility and work- life balance, customized career paths transparency, opportunity to make a difference globally (Spiro, 2003). So in future the human resource management must cares about improving these contents. 7.0 Consideration When writing and formatting HR policies, the consideration are as follow:
Avoid old outdated, appellation chaos, and the wrong grammar. It is only can be written according to the current status. Avoid too much content (McLagan, 2009). Policies contain content, should be most concerned about the staff, and the staff's work and the vital interests of the highest correlation matters, which also has high frequency, all kinds of matters like processing programming can be included. Manual content cannot pass much more meticulous, as for the details in some way, the employee can inquires the relevant documents, or consulting related functional departments. Avoid sentence is too long. In order to enhance actual effect it should be easy to understand; avoid the rough printing .A good printing can leave a good impression to the employees. 8.0 Approaches and consideration Consideration and approaches to communicating HR policies are as follow:
1. Company profile. Briefly introduce the company’s history, present situation and subordinate relations. Let the new employees generally understand the company's property, business scope, main products (including labor, services), market distribution, registered capital, and the capital and RMB basic situation. A brief review of the history of the company business, the company strategic objectives, also will be the company future show which is in order to stimulate the staff morale, to implement target management play a good foundation (Yager, 2002).
2. Corporate culture. Corporate culture is the enterprise has its own characteristics of ideology and code of conduct sum; roughly include enterprise philosophy, enterprise standard, enterprise image and the spirit of enterprise. Enterprise philosophy is the enterprise all activities guide, its core is the concept of value. In the employee handbook is described in the business enterprise principle of management, namely, and always follow the values, in order to uniform the staff thought, for enterprise overall goal to struggle together.
3. Organization structure. Through the department structure diagram, staff not only can clearly know the company including what department, and the company's property right structure, organization and management mode and each system (office system, production system, marketing system, financial system, etc.) .
4. Departments’ responsibility. By reading each department job responsibilities, the employees will understand what a department is responsible for affairs, participate in what other work. Responsibility of their own department, clear relationship between departments and employees is helpful to answer "has something to find who" and: "My department in charge of what" two basic problems, help staff must make their own position, as soon as possible into the role (Pace, 2004).
5. Code of conduct. Employees do and say. Every behavior of all employees represents the enterprise’s image. The company should write the requirements clearly into the policies. In order to improve their own moral and cultural quality, and cause the staff’s special attention, consciously strengthen the daily training, reach "habit is a second nature”, the code of conduct is necessary. 9.0 Conclusion
Due to the changes of the enterprise’s internal and external environment, the goal of the enterprise and the strategic adjustment, the number of personnel requirements and quality requirements in the enterprise are likely to change. Human resource management in the analysis of enterprise internal human resources present situation, predict the future human demand and supply basis, we must make personnel supplemented and training plan, so as to satisfy the business enterprise to human dynamic need. Because of this, the human resources management is to guarantee the enterprise survival and the development of effective tool. 10.0 References 1. Yager, D. (2002). Training at IBM’s human resource center: Linking people, technology, and HR processes. Human Resource Management, 38, 135–142. 2. Spiro, M. S. (2003). Learning organizations come alive. Training & Development, 50(12), 35–45. 3. Argyris, C. (2004). The future of workplace learning and performance. Training & Development 48(5), S36–S47. 4. Langbert, M. (2001). Professors, managers, and human resource education. Human Resource Management, 39, 65–78. 5. Pace, R. W. (2004). Human resource development. Englewood Cliffs,NJ: Prentice Hall. 6. McLagan, P. A. (2009). Models for HRD practice. Training and Development Journal, 41(9), 49–59. 7. Torraco, R. J.(2005). The strategic roles of human resource development.Human Resource Planning, 18(4), 10–29. 8. Sullytaglor,P.C.(2003).Toward an integrative model of Strategic international human resource management Academy of Management Review(4)1[12]. 9. Miles,R1E1 (2006).Design strategic human resource systems, Organizational Dynamics (13):36—521[8]. 10. Martell,K1.(2007).How strategicis HRM ? Human Resource Management,34(2)1253—2671[7]. |
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