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1: Design HRM System设计人力资源管理系统
人力资源管理系统是一个通过提高员工内部满意度、忠诚度，从而提高员工贡献的系统，也称为工作绩效，通过有效的组织和管理，帮助管理者创造价值链利润，降低成本，加速增长（nolte，1994）。人力资源综合管理从人力资源管理的角度解决问题，随着数据的集中，几乎是所有与人力有关的信息，包括组织规划、招聘管理、人事档案、员工离职在岗经验、劳动合同、激励管理等。办公用品、医院保险、流动性管理、培训管理、绩效管理、考勤管理、小时工资、计件工资、宿舍管理、员工自助、审批等。
Human resources management system is a system focused on through the improvement of internal employee satisfaction, loyalty, thus improving the contribution of employees which is also said as work performance, helping managers to create value chain profits through effective organization and management to reduce costs and accelerate growth(Nolte, 1994). Human resources integrated management solve problems from the perspective of human resource management, with the concentration of the data which almost is all the information related to human, including organizational planning, recruitment management, personnel archives, employee turnover on-the-job experience, labor contract, incentive management, office supplies, hospital insurance, mobility management, training management, performance management, attendance management, hourly wages, piece rate, dormitory management, employee self-service, approval and so on.
-A: Rewards 答：奖励
There are seven choices about how rewards are set.关于如何设定奖励，有七种选择。
1. Pay level薪酬水平
有一种方法可以根据工资水平设置奖励。付款延迟、满足和提前三个级别。至于每一个薪酬水平，都有一些职位与之相符。首先，一级滞后的职位主要是通过提供书面电子邮件回复和二级会议的职位来负责更复杂的任务和原始信件或电子邮件回复的组成。最后，三级领导的职位应该能够胜任以上所有工作，而且能够处理任何形式的询问、监督和预算责任（Vaanholt，1995年）。
最重要的是，应强调内外部的公平性。外部公平是每个人在公司的早期都应该得到相同的工资，因为当他或她第一次进入公司时每个人都是相同的，每个人都处于同一水平。内部公平指的是工作评估的公平性（Burack，1992年），这意味着晋升进度应该是平等的，因为每个人都应该获得相同的机会。在工作评估期间不应该有任何偏好。
There is a way to set rewards according to the pay levels. There are three levels of payment—lag, meet and lead. As for every pay level, there are some positions that go with it. First of all, the positions of level one—lag mainly handlebasiccustomercorrespondenceby providing scripted email replies and positions of level two—meet are responsible for more complex tasks and composition of original letters or email replies. Finally, positions of level three—lead are supposed to be able to do all the above and what’s more, have the ability to deal with any form of inquiry, supervisory and have budgetary responsibilities(Vaanholt, 1995).
The most important is that equity of both external and internal should be highlighted. The external equity is that everyone should get the same wage during their early days in the company because everyone is the same when he or she first enters this company and everyone is on the same level. The internal equity points to the equity of job evaluation(Burack, 1992) which means the promotion progress should be equal as everyone should get the same chance. There should not be any preference during job evaluation.
2. Performance‐based pay 绩效工资
Performance‐based pay is also called pay at risk. The risk here simply means the risk of getting paid. There are three levels of payment—none, moderate and extensive. The standard of payment simply is in accordance with every employee’s work performance. If the work was perfectly done, the employee would beyond all questions get paid extensively. If the work was done not so perfectly but not bad though, the employee would not get paid as much as the former but be paid at the moderate level. However, if an employee has done a terrible job and there was nothing good or has not worked up to the least requirement of work, there would be nothing to pay for him or her (Kabst, 2005).
There is one thing to be noticed. The motivate level of payment is able to motivate greatly persistent efforts. People of this middle level of payment should be the majority of the personnel in a company as this group of people have the ability to link all the way through the under employee layer, ordinary employee layer to the managementlayer.
3. Pay Distribution
There is also another way to pay employees. That is to pay in unit of individual, group or organization. There are actually three choices for the executive layers to choose based on the matter of fact. Paying individually means that there is need to evaluate everyone’s work performance and to pay everyone according to their own work performance. What’s more, each employee needs to work independently. Paying in unit of group and organization needs to divide all the employees in the company into different groups or organizations and pay them according to each group or organization’s work performance.
The key of the distribution is to determine what the best way of completing a task is. If this task is better to be accomplished by several independent persons or only one person, then paying employees involved with this task in unit of person is really a good choice. Otherwise, if a task needs to be completed by a group or an organization, then paying in unit of group or organization is better.
4. Person or Position ‐based pay
Payment based on person’s skills or positions is also an aspect to be thought of. Person based pay refers to payment based on person’s own skills. Even though different persons were in the same position, they would not get paid the same if they did not have the same level of skills. Position based pay refers to payment based on positions. Even though different people had obviously different levels of skills, they would get paid exactly the same if they were on the same position.
Person based pay could encourage people to work hard to improve his or her own personal skills in order to get better paid. However, it is not as stable as position based pay. Position based pay is much more stable but not fair enough. Moreover, it is not able to encourage employees to work harder and harder as the former do. Every coin has two sides and the most important is to make the full use of each side of the coin according to the face of the time.
5. Seniority‐based pay
Pay based on the length of the service or performance is another consideration. Normally speaking, paying based on the length of the service usually has problems with work effectiveness and quality emphasis. But this guarantees people to stay for longer time.
6. Benefit system
Except for wages, benefit is also an important consideration for people to choose a better work place. Benefit system can divide into two kinds: flexible and fixed.
Usually, most companies like to choose flexible benefit, because flexibility has the ability to boost attractiveness of rewards which is very good for attracting applicants as well as internal staffing orientation.
Possibly stagger benefit eligibility could also encourage retention and benefit entitlement could correspond with payment levels.
7. Benefit level
As for the benefit level, there are also three levels—lag, meet and lead, just like the pay level. Just like every pay level that there are some positions that go with it, there are also some performances that go with each benefit level. Undoubtedly, there are good work performances as well as bad performances. Good work performances go with the lag level and bad performances go with the lead level. As for the moderate work performances, they go with the meet level out of question.
Just as the same way as the pay level, the majority of employees of the benefit level is the meet level. This level of benefit has the most potential to encourage workers’ commitment and loyalty. And make the fullest use of the cost to the most effective way. This level can also link staying with the firm to valued outcomes making the best use of the cost.
– B: Staffing
8. Career system orientation
There are two kinds of career source. The internal way means recruiting employees from inside and make promotion from within. On the opposite, the external way means hiring people when they are needed, like putting out an advertisement when a position is available and choose the best suited man for this position from the applicants.
There is something that needs to be noticed. Making promotion from inside requires plenty of staff and abundant labor supply. If there are not enough people in a company, there is no way to avoid hiring people from the working market. Also, to guarantee the quality of the recruitment, high pay at start is necessary. It is very good for attracting high educated and knowledgeable people. And make promotion from the inside can greatly reduce labor costs as they progress through higher levels. Of course, people who get promoted get paid according to both their work performance and position. That is also a way to maintain high quality of their staff. #p#分页标题#e#
9. Candidate Preference
Pay according to different types of jobs and especially focus on relationshipsbetween positions. Normally, there are three levels of natural progression—junior, middle, and senior. These differences mostly focus on the skills that people come in with and how easy and cost effective it is to train and how easy it is to replace people. If people come in with high skills and it is very easy and cost very little to train and, what’s more, it is nearly impossible to replace them with others, they would undoubtedly get higher pay than others who are not. And that, in a way, is called the potentialto be a good employee. This also includes the potential to learn primary focus of the company. This potential is different from the achievement that an employee has made. However, they are closely related to each other.
And some jobs dictate the orientation because the skill sets required are not available in the wider external labor market. And those jobs are undoubtedly high paid because of the rareness of the professional people.
10. Organizational fit
First of all, right types are related to “homogenous” and they share similar values and objectives. Then, it is diversity. The organization is mixed and heterogeneous in many aspects, for example, customer base. There are usually many customer bases for a company. Every one of them is of the same importance. Customer base is the foundation of a company. Only with a source of customers, a company can be open for business.Then the company can get bigger and bigger and the business can get better and better. As a leader of a company, people need to ensure all the employees have shared values and have a preference for pay contingent on performance, being a trainee, part of continuous training experience and highly structured nature of work.
The nature of the work is also mixed and heterogeneous. Some work concerns about hard working and conservation while others concern about innovation and creativity. Works concerning about innovation and creativity are usually related to some uncertainty, change and instability. That requires people high level of emergency response capability and a good state of mind. Therefore, once the people meeting all these requirements show up, a good salary is necessary and essential.
The next important factor is technology in the company. First of all, high technology can certainly grab people’s attention and bring their attraction. After all, everyone wants to work in a better environment and the condition of the technology in a company is certainly one of their considerations. With more applicants, the company would have more choices. There is still another problem with technology—the attrition of the machines. Person who is in charge of technology needs to repair them regularly and replace them when it is needed.
11. Exit orientation
Job security involves with many aspects. First of all, ensuring the job security demands some basic aspects from employee. Fitting with internal staffing orientation is very important. Then, a good employee should have a good grounding of institutional knowledge and have a great understanding of the whole process that how company works. Then, stability and loyalty to the company are also very important to get job security and later, promoted.
Job security also requires companies to manage and turnover andoffer the basic sense of job security. That means if employees are able to provide reliable and consistent customer serviceinaccordance with rules and regulations of the company, the company should provide them with some basic reward like giving a promotion and increasing bonus and payment to encourage their work spirits.That is also a way to retain high performers and also keep competitive among all the workers.
Here is something that needs to be noticed. The performance management should be careful with the Employment Law. And the labor market supply and demand should be taken into consideration, especially people with special professional skills. The structure of work and career pathing is also essential aspect to concern.
– C: Employee Development
12. Skill orientation
Every company has its own needs of special professional skills. Every company has its own skill orientation. Each professional and technical position has the corresponding position level, and the salaryof corresponding position level is the corresponding professional technical position salary. The professional and technical positions stay unchanged and then the salary level is unchanged. If the professional and technical personnel get promoted to the next higher grade of the professional and technical positions, the level of salary follows up.Post salary and post salary level horizontal adjustment which refers to the professional and technical personnel transferred in parallel with the management positions and salary changes, level unchanged.Position and salary crossed promotion means the professional and technical personnel crossly get promoted to the higher level of management position. As a result, the position salary is changed to position grade salary.
13. Training‐method orientation
Every employee needs to be trained for a professional worker before he actually works in a company. However, the levels of training is different greatly one from another. If the people just hired are good enough, they would not need so much training before their work. As a result, the number of cost of training could be limited to a rather small number. Otherwise, the cost of training would be a quite a big part of expenditure for companies. As for these, payment of people with high skills, beyond any doubt, could be a little higher than those who are not.
14. Career pathing
There are many levels of careers in a company. People usually start with a simple ordinary clerk and get promoted step by step. So a good career pathing is very important. A good career pathing is able to give employees a goal of struggle and can appropriately encourage their enthusiasm for working.
15. Succession planning
A good succession planning is as important as a good career pathing for the same reason. A good succession planning is able to give employees a goal of struggle and can appropriately encourage their enthusiasm for working. And it can also guarantee a good prospect for the company.
16. Skill inventories
Skill inventory is an employee table.It is a list of ability and related characteristics of employees in different occupation, including training courses, previous experience, the certificates held, examinations had gone through, supervision and judgment, even the strength and patience test.
The main advantage of the skill inventories is that it provides people with a quick and accurate tool for estimating the available skills within the organization.Especially with the wide use of computer and network technology, theproduction and uses of skill inventories are more and more convenient. In addition to providing help for promotion or transfer of decision making, the skill inventories can also be used to plan for future training and even the recruitment of staff.Skill inventories can be used for all employees also can only include some of the employees. Of course, to reflect the main characteristics of the type of employees,for the skill inventories of different types of staff, the specific items in the inventories can be modified and adjusted according to the specific needs.
– D : Performance Management
17. Performance goal
Performance goal provides the evaluation criteria for the assessors and the person being assessed in order to objectively discuss, monitor and measure performance because the employee's performance goal is the basis of effective performance management. Performance objectives are composed of performance content and performance standards.Performance content defines the staff's work tasks, which means employees in the performance appraisal period should do what kind of thing. It includes two parts: the performance of the project and performance indicators.Performance project refers to the latitude of performance which is to say from what aspects of the performance to evaluate of employees.According to the meaning of the performance of the previous speaking—the performance of latitude, performance appraisal project mainly has three aspects: work performance, work ability and work attitude.Performance indicators refer to the specific content of the performance project.It can be understood as the decomposition and refinement of performance projects. For example, for a position, the project appraisal work ability can be divided into analysis and judgment ability, communication skills, organizing and commanding ability, innovation ability, public relations ability and decision-making ability of six specific indicators.For the performance of the work, set the indicators generally from the quantity, quality, and cost and time these four aspects to consider. For work ability and work attitude, it should depend on the specific situation, according to the different job content of each position to set different indicators. The determination of performance indicators is helpful to ensure the objectivity of the performance appraisal.
Performance standards are the performance requirements that should be achieved in each of the objectives and tasks corresponding to it.Performance standards define the specific job requirements of employees, which is to define the specific content of the performance—what should the employee to do and to what extent the employee should do.Performance standards are determined to ensure the fairness of performance appraisal; otherwise it can not determine whether the employee's performance in the end is good or not good.#p#分页标题#e#
18. Performance examine
Performance examine is a link in the enterprise performance management.Common performance assessment methods include BSC, KPI and 360 degree assessment, etc.
Performance evaluation is a systematic project. Performance appraisal is one of the means in the process of performance management.Performance assessment refers to the enterprise in its strategic objectives, using specific criteria and indicators, evaluating the working behavior of the employees and the work performance, process and methods and the use of assessment results which have positive guidance to the future work of the staff and work performance.
2: Justify
Human resources management refers to the economics and the ideological guidance, through recruitment, selection, training, compensation and other forms of management organization and the effective use of human resources, the current and future development to meet the needs of the organization, ensure the floorboard of a series of activities to achieve maximum and the members of the development goals of the organization. The whole process of effective development of the organization and individual needs in order to achieve the best performance of the organization, forecasting human resource needs and making manpower requirements plan, recruitment and selection of personnel and effectively organize andperformance appraisal and effectively incentive.
Human resources management is able to use modern scientific methods, with a combination of physical and human resources for a reasonable training, organization and deployment to maintain the best proportion of the human and material resources, while at the same time, people's thoughts, psychology and behaviors get appropriate induction, control and coordination andmake the best use of people's subjective initiative. Human resources management can also use of scientific methods to coordinate the relationship between people and things, to deal with the contradictions between people and people, to give full play to the potential of human.
The macro management of human resources is to plan, organize and control human resources of the whole society, so as to adjust and improve the status of human resources, meet the requirements of social reproduction, ensure the operation and development of social economy.
Human resources experts pointed out that China has huge amount of human resources, but the quality is not optimistic.School education is only prepared for knowledge.However, these people have to adapt to the requirements of society. So they need the secondary trainingof human resources development of society and the organization.And this training includes not only the training of skills, but also interpersonal communication, behavior norms, social morality, and many other aspects of education.And for the enterprises, professional education is one of the most important aspects.The enterprise must start from the whole enterprise strategy, break the "right thought" that centers on people and establish the “process thought" to achieve a breakthrough from the functional management to process management and finally to achieve the strategic objectives of enterprises.
From the design, publicity to the implementation of a complex system, it is a very big project. A lot of work has to be done alone by the human resources department of an enterprise and it is very difficult to independently complete this gigantic project whichrequires effective internal division of labor and external cooperation carried out by the human resources department. That is just the importance of human resource management system.
Human resource management should not only consider the realization of the organization's goals, but also consider the individual's development, emphasizing the realization of the overall development of the individual at the same time.The objective is to achieve the needs of human resource management and the need of performance. The objectives of human resource management include all the objectives and tasks of the human resource and objectives and tasks of the entire human resources department (Horton, 1988).After induction training, arranging the work of qualified people also can not leave the human resource management system.
References
1. Nolte, Heike. Management Revue 5.1 (1994): 75-77.
2. Vaanholt, Silke. "Literaturreport: Human Resource Management." Personal 47.10 (1995): 546-554.
3. Burack, Elmer H. Industrial and Labor Relations Review 45.2 (1992): 395.
4. Kabst, Rüdiger, and Matiaske Wenzel. "Editorial: Human Resource Management and Economic Success." Management Revue 16.2 (2005): 161-163.
5. Horton, Raymond D., and Lewin David. "HUMAN RESOURCES MANAGEMENT." Two New Yorks, The: State-City Relations in the Changing Federal System. Ed. Gerald Benjamin and Charles Brecher. Russell Sage Foundation, (1988). 267-306.
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