制定一篇管理方面留学生论文-Employment relationship

制定一篇管理方面留学生论文-Employment relationship

 

Employment relationship management refers that it is through standard and institutional management to make the behavior of a company and its employees be standardized, their interests be protected to maintain a stable and harmonious labor relation, so as to encourage the enterprise’s stable operation (Deery, 1990). Theory of traditional employment relationship assumes that what employees pursue are income and leisure time, what employees need to do is completing the tasks assigned by superiors according to requirements. Employer's goal is to maximize profits. Labor is seen as goods which is homogeneous with other means of production. Employment relationship is a deal which forms within the framework of a market and on the basis of reciprocity and voluntary principles between employees and employers.

 

Bryson (2005), Heskett, et al. (1994) make use of service-profit chain to explain the positive effects of good employment relationship on corporate profits. They point out that improving the internal service quality (including job design, employee selection and development, employees rewards, etc.) will help to improve employees’ satisfaction to improve employees’ retention and productivity, thereby increasing customer satisfaction and loyalty, which ultimately improves corporate profits. Grimmer and Oddy (2007) are from the perspective of relational psychological contract to state the importance of good employment relationship, they believe that companies should allow employees to link their own success with the success of their enterprise closely, and thus increasing their sense of belonging. Companies should work with employees to reach a consensus, the two sides should recognize each other. Employees should be treated fairly and respected, so that employees will have higher job satisfaction. Lee and Faller (2005) consider that in terms of work participation, companies should form a good interaction with their staff, considering give employees opportunities to participate in management, companies should also create opportunities as much as possible, achieving organizational commitment for employees, thereby increasing degrees of employees’ loyalty.

 

Technological advances and changes in competitive environment have changed the way that companies create value. Companies need employees to consciously and cooperatively use and develop knowledge to complete the enterprises’ strategic intentions. Based on management practices in traditional employment relationship, enterprises are difficult to get employees’ consciousness and initiative, companies need to re-build innovative management thinking of employment relationship.

 

SHRM theory holds that in order to make employees take the initiative to cooperatively use and develop their knowledge to solve work emergencies, and continuously improve product quality and production efficiency, it is necessary to build new incentive structures and power structures (Deery, 1990). New incentive structures require companies to make right response towards employees’ investment and development of knowledge in innovation activities. Performance-based pay, profit sharing and employee ownership constitute a new incentive structure. Companies achieve their strategic goals, at the same time, they must also provide a safe working environment, a reasonable salary and benefits for employees to achieve the common development of enterprises and employees, ensuring that employees' personal development goals should match with corporate strategic objectives (Bryson, 2005).

 

SHRM believes that those who have expertise to coordinate and control corporate activities should be given decision-making powers. If managers can not have an access to employees’ knowledge successfully, managers can not be based on specific knowledge to make right decisions, therefore, staff with expertise should be given decision-making powers. Therefore, in new employment relationship, employees should be given decision-making powers (Deery, 1990; Bryson, 2005).

 

Plan

Clarifying a company's strategic decision-making and operating environment is a prerequisite of human resource plan. Inventory of existing human resource status of a company is the basic work of developing human resource plan (Liang, Marler and Cui, 2012). It should be based on a company’s development strategy, combined with corporate human resource situation to develop corporate human resource plan, so that the company’s human resources can support the needs of development of corporate strategy to contribute to achievement of corporate strategy (Marler, 2012). Corporate human resource plan activities include analysis on the supply and demand of human resources, plan for the total amount of human resources, human resource structure optimization plan and human resource quality enhancement plan, as well as specific measures of realization of human resource plan, that is, various business plans (Kaufman, 2012).

 

Position

All matters that corporate strategy determines and needs to be done needs to be divided into responsibilities of various positions, job has a strategic significance (Wan, Ong & Ko, 2012). Position study is an important and basic work in corporate SHRM, it is inextricably linked with various work of human resource management. Position settings and position study are important links to connect corporate strategy and human resource management (Marler, 2012). Enterprises should be according to their own strategic needs to select appropriate organizational modes, on this basis to carry out department setup and processes, as well as the positioning of the various functional departments, so as to have a clear understanding of responsibility and authority of various functional departments (Kaufman, 2012). Then, duties of various departments will be decomposed into various positions to conduct position settings, making clear the responsibilities of each position, content, and analyzing the knowledge, skills, experience and inner qualities that qualified incumbent personnel of each position should have, so as to provide the basis for SHRM of enterprises (Kaufman, 2012).

 

Individual capability

SHRM system should take strategic human resources plan, as the core, on the basis of analysis on position and personnel to establish subsystems of recruitment, training, performance evaluation and salary management, while ensuring the synergies between the various subsystems in implementation process to construct a sound management mechanism to meet staff’s satisfaction, so as to support enterprises to reach strategic objectives (Marler, 2012; Kaufman, 2012; Wan, Ong & Ko, 2012).

 

Recruitment

Lin and Shih (2008) thought, task of recruitment based on strategy is no longer a simple recruitment and hiring to fill vacancies, but obtaining strategic resources for an enterprise’s survival and development, enterprises are not only concerned about whether candidates are capable of performing the current duties, they are more concerned about whether candidates can support the achievement of corporate strategy development goals (Becker & Huselid, 2006). Competency-based recruitment can help companies to find staff with core motivation and character to support the achievement of corporate strategic objectives. Recruitment plan preparation should be based on corporate human resource plan, quality model and job requirements (Becker & Huselid, 2006)..

 

Training

Wang, Hutchins and Garavan (2009) found that, training based on strategy an employee career development focuses on skills and behavior supporting corporate strategy and culture, at the same time, it takes into account the need for employee career development. Wang, Hutchins and Garavan (2009) pointed out, training system based on strategy and employee career development includes training demand assessment, development of training programs and transformation of training effectiveness, these three key areas, of which training demand assessment should take comprehensive consideration of corporate strategy requirement, status of employees’ quality and training demand for staff to achieve needs for career development (Wang, Hutchins and Garavan, 2009).

 

Performance management

Marler (2012), Kaufman (2012) analyzed, performance is the effective output for an organization to achieve strategic objectives, it is the result that the organization expects to acquire, it includes three levels: organizational performance, department performance and individual performance. Kaufman (2012) thought, SHRM is concerned with business performance of an overall level, SHRM objectives are more conducive to gaining access to high-performance, as well as enterprises’ survival and development in the fierce competition. Performance management based on strategy and key performance indicators requires enterprises to star from a strategic objective, through the analysis of enterprises’ value chain to define enterprises’ key result areas and key performance indicators to form three key performance indicators: companies, departments (team) and positions. Organizational performance is based on the realization of individual performance and team performance (Kaufman, 2012). When organizational performance goals are resolved level by level based on a certain logical relationship to each job and each employee, as long as each employee has reached the organization's requirements, the realization of organizational performance is guaranteed.

 

Salary management

Lin and Shih (2008), Becker and Huselid (2006), Wang, Hutchins and Garavan (2009) thought, there are three ways to measure the value that employees create for companies, on this basis, there are three different salary modes. The first one is the salary mode based on duty, this salary mode is based on the importance of employees’ position as well as the relative value of the positions in an enterprise to pay for staff (Wang, Hutchins and Garavan, 2009). The second is the performance-based salary mode, this mode links salaries for staff with their performance, based on individual staff’s and organizational performance to determine their salary levels, it is a result-oriented value distribution mode. The third is the salary mode based on ability, this salary mode takes employees’ functions, skills, experience and inherent quality characteristics to determine the value that they create for the enterprise, and on this basis to pay for the employees. Wang, Hutchins and Garavan (2009), Lin and Shih, (2008) analyzed, cooperate salary incentive system within the framework of SHRM should focus on an enterprise’s improvement of short-term performance and long-term development. Therefore, workers’ salary management must be combined with performance and capacity evaluation, linking with the performance and capabilities of staff’s, so that each employee's income and their work performance are connected with the degree of support the achievement of the enterprise’s strategy (Lin and Shih, 2008). Salary based on performance and ability pays attention to individuals’ and organizations’ current value creation, it concerns more about individuals’ and organizations’ future development and sustained value creation (Lin and Shih, 2008).#p#分页标题#e#