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Report格式范文大全——HRM Organisation Report人力资源管理组织报告。本文是留学生Master of Arts in Business & Management工商管理硕士专业中关于人力资源管理课程的Report范文，通过收集实际企业的相关资料，进行分析研究并且以Report格式进行提交，一般是作为国外大学课程论文的主要作业形式，以下就是一篇完整的Report格式范文模板，供参考。
Report格式范文大全
Abstract 摘要
华为是中国最成功的科技公司之一。研究华为的人力资源管理战略，对于如何利用人力资源管理实现战略目标，获取竞争优势具有重要的参考价值。这是本文的研究目的。本文首先从领导力发展、战略学习、绩效管理、培训与发展四个方面回顾了人力资源管理的相关文献。本文从领导力发展、战略学习、绩效管理、员工培训与发展等方面分析了华为人力资源管理的优势。同时，笔者也提出了华为人力资源管理的一些不足，并提出了一些改进措施，包括：进一步加强对领导层的培训，给予更多发挥领导作用的机会，重视战略风险的管理，不重视短期绩效的考核，也应重视长期绩效的考核，并采取多种激励措施，鼓励员工积极参与员工培训。
Huawei is one of the most successful technology companies in China. Studying Huawei's HRM strategy has great reference value for how to use HRM to achieve strategic goals and gain competitive advantage. This is the research aim of this essay. This essay first reviews the relevant literatures of HRM from four aspects: leadership development, strategic learning, performance management, training and development. This paper analyzes the advantages of Huawei's HRM from the aspects of leadership development, strategic learning, performance management, employee training and development. At the same time, the author also puts forward some shortcomings of Huawei's HRM and proposes some improvement measures, including: further strengthening the training of the leadership and giving more opportunities to display leadership, paying attention to the management of strategic risks, paying less attention to the assessment of short-term performance, it should also pay attention to the assessment of long-term performance, and adoption of a variety of incentives to encourage employees to actively participate in employee training.
Keywords: HRM; Huawei; leadership development, strategic learning, performance management, training and development
1.0 Introduction 简介
在当今时代，人力资源已成为企业获取核心竞争力和优势的源泉之一，人力资源管理的重要性日益受到企业的重视ı。人力资源管理作为一门管理科学，已经从简单、简单的人事管理演变为复杂、系统和战略性的企业管理活动。今天，人力资源管理的内涵包括：在合理分析企业内外部环境的基础上，明确企业人力资源管理面临的挑战和现有人力资源管理体系的不足，明确了未来人力资源愿景目标和企业未来发展战略目标，旨在与之相匹配的人力资源管理机制，并制定了切实可行的措施和措施实施的评价、监控体系，从而形成了完整的人力资源战略体系。
In the modern era, human resources (HR) have become one of the sources of enterprises to obtain core competitiveness and advantages, so the importance of human resource management (HRM) is increasingly valued by enterprises (Vardarlıer, 2016). HRM as a management science has evolved from a simple, simple personnel management to a complex, systematic, and strategic enterprise management activity (Oever et al, 2018). Today, the connotation of human resource management includes on the basis of rational analysis of internal and external environment, clarifying the challenges faced by an enterprise’s HRM and the shortcomings of its existing HRM systems, clearly defining the future human resources vision goals and the enterprise's future development strategy aiming to match the HRM mechanism, and developing feasible measures and evaluation, monitoring system for the implementation of the measures, thus forming a complete HR strategy system (Čižiūnienė, 2016).
As one of the most successful technology companies in China, Huawei is a highly competitive company in the world (Kang, 2015). Huawei's success is closely related to its success in HRM, including its leadership development, strategic learning, training and performance appraisal, etc. (Fu, Sun and Ghauri, 2018). Studying Huawei's HRM strategy has great reference value for how to use HRM to achieve strategic goals and gain competitive advantage (Luo et al., 2011). This is also the purpose of this essay. This essay first reviews the relevant literatures of HRM from four aspects: leadership development, strategic learning, performance management, training and development, and then understands the advantages and disadvantages of Huawei's HRM in the four areas, and then makes suggestions on how Huawei can further improve its HRM.
2.0 Main body 正文主体
2.1 Literature review 文献综述
2.1.1 Leadership development领导力发展
Leadership development refers to all forms of growth and development that can promote, motivate, and assist a person in developing the knowledge and skills needed to optimize leadership potential (and effectiveness) in his life cycle (Miles and Scott, 2018). According to the classification of leadership development research carried out by Brungardt (1996), the coverage of personal leadership development can be roughly divided into four types: development in childhood and adolescence, the role of formal education, on-the-job experience in adulthood, and specialized leadership education.
From the perspective of organizational development, it is not enough to rely solely on enhancing individual leadership in organizations. It is also necessary to improve the quality of relationships between entities (such as individuals, teams, etc.) in organizations, as well as to improve various formal and informal organizational mechanisms, to support the organizational members to unite to complete leadership tasks.
Leadership development promotes organizational development and change, in organizational development and change, organizational leadership is further developed (Reddy and Srinivasan, 2015). In this cycle, organizational leadership development and organizational development continue, and organizational leadership development runs throughout an organization's life cycle.
Leadership development is a long-term, continuous process. In the process of natural growth, individual and organizational leadership is likely to develop to a certain extent, but consciously designed and implemented leadership development programs can better promote individual and organizational leadership development (Martinelli and Erzikova, 2017). Leadership development program is a promotional event in the lifelong development of leadership.
2.1.2 Strategic learning 战略学习
The concept of strategic learning was first introduced by Mintzberg and Waters (1985). Strategic learning is different from traditional organizational learning and knowledge management. Strategic learning has the following characteristics. First, strategic learning is oriented toward strategic change rather than process optimization. Strategic learning is based on the height of organizational strategy to coordinate and collaboratively integrate different levels of organizational learning and knowledge management activities to jointly serve the future development of a company's strategy and enhance its competitive advantage. Second, strategic learning is an exploration of the future rather than the past. Strategic learning expands the organizational learning of deploying and serving existing strategies (Voronov, 2008), companies change from learning necessary skills and abilities to achieve established strategies to focus on emerging strategies and strategic changes (Mintzberg & Waters, 1985), it is the process by which companies create and apply knowledge to correct their strategies (Anderson et al., 2009). Third, the core of strategic learning is to refine strategic knowledge rather than business know-how. Strategic learning extracts meaningful knowledge from new but vague experiences and develops knowledge with the similarity that organizations can share now and in the future (Bartunek, 1984; Kuwada, 1998). It has emphasis on refining the common knowledge at the organizational level from the experience and knowledge gained from all levels of organization, enabling companies to absorb strategic knowledge from past entrepreneurial actions and strategic actions in the forms of meeting competitive advantage and organizational performance (Anderson et al., 2009; Covin et al., 2006; Kuwada, 1998).
2.1.3 Performance management 绩效管理
Performance management means that a company adopts scientific, fair and objective assessment methods and methods according to work objectives or performance standards to assesses the completion of employees' work, the degree of performance of duties and the pros and cons of work performance, etc., and performance appraisal result will be sent to the employees in a timely manner (Tseng and Levy, 2018). The purpose of a company's performance appraisal is to enable the company's HR to achieve its maximum effectiveness.
After the research on the strategic transformation of enterprises, Wen Peng (2010) pointed out that the transformation of performance appraisal system is first reflected in the transformation and adjustment of assessment indicators and standards, the assessment indicators should not only accurately reflect the current working status and performance of enterprises and employees. It should also reflect the future development potential of a company, and whether the current work performance and status of the employees are consistent with the strategic goals of the company's development.
Liao Xiaoling (2013) proposed that employees should be regarded as the stakeholders of an enterprise, which should not only regard employees as the object of assessment, but also regard employees as the participants and helpers of the performance appraisal system. When formulating the performance appraisal system, a company should communicate with the employees on performance goals, assessment methods, resource guarantees, etc., and strive to gain the understanding and recognition of employees.
Ma (2012) pointed out that from the perspective of maximizing human capital in an enterprise, in the process of performance appraisal, the enterprise management personnel should regularly check the performance of the performance target plan and analyze it in time, so as to find problems and correct them in time. The management personnel should also regularly grasp the business skills of the employees, and organize employees to carry out targeted training to help employees to improve their level to obtain excellent performance appraisal results.
2.1.4 Training and development 培训和发展
Employee training refers to a series of educational activities arranged by a company to improve the skills, abilities and efficiency of employees, as well as employee loyalty and satisfaction (Jaworski et al., 2018). Through training, an enterprise improves individual employees’ skills and efficiencies, which in turn drives the efficiency of the entire enterprise. Employee training can help to improve the enthusiasm, creativity and sense of belonging of employees, and more and more companies regard training as an important way to motivate employees. Wang, You (2012) pointed out that the effectiveness of the training system of enterprises depends on the construction of a scientific and reasonable training system, including the establishment of training system, the investigation of staff training needs, the formulation and implementation of training plans, training project control and management.
Ling (2012) commented that the lack of training incentive system for enterprises is one of the reasons for the poor training effect of enterprises. Some corporate training results are not linked to employee performance, compensation management, and personnel promotion, which makes employees lack the motivation to participate in training, and employees are reluctant to invest a lot of time and energy to improve their business quality and ability.
Li (2006) compared the difference between enterprise strategic training management and traditional training management, and pointed out that enterprises must incorporate the training system into the long-term strategy of enterprises. Enterprises must build a training system from a strategic level and let enterprises’ training system serve the realization of their strategic goals. A company's employee training system must help employees to better understand the goals of corporate strategic transformation, and help employees improve their skills and ability to better adapt to the challenges brought about by the strategic transformation of the enterprise.
2.2 Huawei's human resource management practices华为的人力资源管理实践
2.2.1 Leadership development 领导力发展
Huawei has established a set of standardized management selection criteria and training mechanisms (Luo et al., 2011). Management must recognize Huawei's core values, have good moral character, and have multi-field and multi-position management capabilities. At the same time, management must also create performance that can be recognized by a company. Only those who have the top 25% of the performance can be selected as management.
Huawei implements the "thinking mentoring system", which is to find "mental mentor" for the employees of the company (Fu, Sun and Ghauri, 2018). Through the conversation between the mentors and employees, employees can understand the company's system, culture and some decisions. On the one hand, the mentors can deeply understand the psychological state of the employees, which can also understand the organizational atmosphere of the team and the management status of the main leaders, and help Huawei's management to grow in the process of solving employees' ideological problems.
The wolf culture has been carried out in the whole process of Huawei's growth and deeply influenced Huawei's leadership (Kang, 2015). Huawei's wolf culture contains the paranoid sense of crisis, the spirit of hard work, the spirit of enterprising, the team spirit of carrying forward the wolf, the principle of pressure and so on. Today's Huawei has already achieved great success, but the wolf nature of Huawei's leadership has not deteriorated. It has become an instinct of Huawei's leadership, prompting them to continue to lead Huawei to the world's leading enterprise.
Huawei fully trusts and respects every employee. “Being willing to give money” has created the most hard-working leadership team for Huawei (Fu, Sun and Ghauri, 2018). From grassroots employees to senior management, Huawei’s authorization is reflected completely. Huawei implemented the rotating CEO system under the leadership of the board of directors. The rotating CEO was rotated by three vice-chairmen. The rotation period was six months, which was repeated in turn. The founder Ren Zhengfei is far from operation, even away from management, and becomes a thinker of Huawei, rather than a "firefighter" who deals with problems.
2.2.2 Strategic learning 战略学习
Huawei has experienced three major strategic transformations in its history. The first transformation was the start-up period, the rural encirclement of the city, the second transformation was internationalization and globalization, the third transformation was from the carrier operator customers to the operator BG+ enterprise BG+ consumer BG (Fu, Sun and Ghauri, 2018). Overall, Huawei's strategic transformation of the three times has been very successful, which has a very important relationship with Huawei's strategic learning ability and strategy.
First, Huawei's management has established a certain feedback mechanism through various methods, for example, Huawei clearly knows the future opportunities and the challenges and risks that the company may encounter, understanding and explaining what is happening in the market, and the influences on the company in the future.
Second, when implementing a new strategy, Huawei is very willing to invest in manpower and resources, it also establishes corresponding organizational structure, management system, and assessment criteria to ensure the successful implementation of the strategy.
Third, Huawei has rid of the traditional Chinese enterprise autocracy, centralized management mode and corporate culture, and gradually formed an atmosphere of openness, authorization and sharing.
Fourth, taking innovation as the focus of strategic thinking, Huawei has been investing huge amounts of money for independent research and development, joint research and development, and purchasing patents for many years to continuously carry out technological innovation. This is the key factor for Huawei's successful strategic transformation.
2.2.3 Performance management 绩效管理
Huawei adopts the PBC performance appraisal system. PBC (Personal Business Commitment) is a tool based on strategy formulation to ensure the implementation of strategy. PBC is a performance management system based on strategy.
The PBC system consists of three main parts: 1) business objectives (80%), including KPIs and key tasks; 2) management objectives (20%); 3) personal development goals (Fu, Sun and Ghauri, 2018).
Huawei’s PBC rules include the following contents (Luo, 2011; Kang, 2015; Fu, Sun and Ghauri, 2018):
(1) Each employee must develop their own PBC at the beginning of the year and list the actions that need to be taken to achieve these goals in the coming year.
(2) When formulating the PBC, individuals need to discuss with their immediate managers, so that the individual plan can be integrated with the entire department plan to ensure that it is feasible.
(3) The investigation of PBC is mainly carried out in three aspects: performance completion, execution intensity and team spirit.
(4) Each employee's salary increase plan, welfare plan, and promotion plan will be based on the implementation of the PBC as a key reference indicator, regardless of employee loyalty or qualifications.
2.2.4 Training and development 培训和发展
Huawei has established a global classified and well training network. There are more than 30 overseas training networks, covering many regions, including Asia, America and Africa (Kang, 2015).
Huawei training has widely used classroom teaching, case teaching, internship and other teaching methods, and gradually developed distance learning based on the Internet and TV networks, so that the employees can receive systematic and standardized training of the company whenever and wherever (Luo, 2011).
Huawei has developed different training programs for on-the-job employees with different professional qualifications, levels and categories (Fu, Sun and Ghauri, 2018). It provides targeted technical and management training for employees and provides powerful help for each employee's career development.
Huawei also regularly invites industry-leading experts and senior professors from well-known universities to teach to ensure that the company and its employees are always exposed to the knowledge and information at the forefront of the latest technology, business and management science (Kang, 2015).
2.3 Advantages 优势
2.3.1 Advantages of Huawei’s leadership development 华为领导力发展优势
Huawei's leadership training is based on the following points. First, Huawei's training of leaders is a long-term one (Fu, Sun and Ghauri, 2018). It combines the development of leaders with the development of the organization to achieve a win-win development for leaders themselves and the organization. Second, Huawei gives the leadership more opportunities to give more capable leaders the opportunity to display their talents, such as the rotating CEO system. Third, Huawei's leadership development combined with the company's system and culture ensures that the development of leadership is consistent with the strategic needs of the company, and on the other hand provides a good environment for playing a good role of leadership.
2.3.2 Advantages of Huawei’s strategic learning 华为战略学习的优势
The advantage of Huawei's strategic learning lies in the fact that Huawei's strategic learning clearly reflects the long-term strategic characteristics, always pays attention to market demand, technological changes and development trends, attaches importance to the formulation of long-term strategies, and adopts various measures to ensure long-term business (Kang, 2015). The success of the strategy enables the company to grasp strategic opportunities of three times and achieve the success of strategic transformation. What’s more, Huawei's strategic learning emphasizes the refinement and acquisition of strategic related knowledge, rather than simple tricks of the trade, including: acquisition of strategic human capital, emphasis on innovation, and emphasis on the corporate culture and management system establishment that match the strategy (Fu, Sun and Ghauri, 2018).
2.3.3 Advantages of Huawei’s performance management 华为绩效管理优势
PBC has several advantages over other performance management tools.
(1) PBC is based on the decomposition and key tasks of corporate strategy, through process management and coaching, to ensure the achievement of strategy (Kang, 2015).
(2) PBC integrates KPIs, target results, project management, competency assessment and career development, and the assessment content is more comprehensive (Luo, 2011).
(3) PBC strengthens the combination of job performance and organizational performance, and establishes a community of interests, which is conducive to the formation of team awareness (Fu, Sun and Ghauri, 2018).
(4) PBC, like other performance management systems, has a PDCA closed loop (developing individual performance commitments – performing performance coaching – implementing performance assessments – performance review and results application). It emphasizes that the upper and lower levels maintain communication in the closed loop, and reach agreement through communication. At this point, there is a big difference between the KPI performance appraisal and PBC performance appraisal (Čižiūnienė, 2016; Fu, Sun and Ghauri, 2018).
2.3.4 Advantages of Huawei’s training and development 华为培训发展优势
Through the establishment of a learning organization, Huawei promotes continuous learning for all employees (Luo, 2011), continuously enhances the value of employees and improves the quality of human capital contribution to the enterprise. Huawei has established a unique and learning-oriented corporate culture through the establishment of a diversified and systematic training system to train and guide employees (Kang, 2015).
Huawei combines employee training with career development to gain real employee involvement and support for the company's employee training system (Fu, Sun and Ghauri, 2018). Huawei has established a system of qualification management system with system guarantees to encourage employees to continuously learn (Kang, 2015), continuously improve and maintain continuous development, so as to motivate employees to continuously improve their positional competence.
2.4 Disadvantages and suggestions 缺点及建议
2.4.1 Disadvantages and suggestions on Huawei’s leadership development 华为领导力发展的不足与建议
Huawei's success has a great relationship with its founder: Ren Zhengfei's leadership, but it also caused Huawei to rely too much on Ren Zhengfei (Kang, 2015). Although Huawei itself is aware of this problem, it has taken a series of measures to improve and play the roles of the leadership of other management members (Fu, Sun and Ghauri, 2018). For example, it takes the CEO rotation system. However, whenever Huawei makes major decisions and meets major problems, it still needs Ren Zhengfei's final decision (Kang, 2015. Therefore, Huawei’s over-reliance on Ren Zhengfei has not been fundamentally resolved. In the future, Huawei needs to further strengthen the training of the leadership and give them more opportunities and stages to develop leadership skills.
2.4.2 Disadvantages and suggestions on Huawei’s strategic learning 华为战略学习的不足与建议
Huawei's strategic transformations of the three times are all successful (Luo, 2011). This is closely related to Huawei's strategic learning (Kang, 2015). However, in the long run, Huawei's market changes and competition are more complicated and stimulating. Therefore, the possibility of Huawei's future strategy failure still exists (Luo, 2011). However, Huawei's strategic learning is still insufficient for how to avoid strategic risks. In the future, Huawei should improve from two aspects in strategic learning. On the one hand, it should pay attention to how to further improve the strategic decision-making mechanism and ensure the correctness of corporate strategy formulation. On the other hand, it should do a good job of strategic risk management, that is, how to control and diversify risks when the company's strategy is facing failure, and minimize the loss of the enterprise.
2.4.3 Disadvantages and suggestions on Huawei’s performance management 华为绩效管理的不足与建议
Lin (2012), Fu, Sun and Ghauri (2018) also mentioned that the realization of corporate strategic goals is not a one-time process, but a long-term process. If the enterprise management lacks sufficient strategic patience, they can not give employees the opportunity to grow and improve, and pay too much attention to the short-term performance of employees, it is difficult for employees to achieve satisfactory performance appraisal results, but it increases the difficulty for enterprises to achieve strategic goals (Luo, 2011; Martinelli and Erzikova, 2017). Huawei's performance appraisal is likely to have such problems, because most of its performance appraisal indicators are short-term, so the future Huawei performance appraisal system can not only examine the short-term work and financial performance of the enterprise and employees, it also needs to assess some long-term indicators.
2.4.4 Disadvantages and suggestions on Huawei’s training and development 华为培训发展的不足与建议
The small flaws of the Huawei employee training system lie in that its incentives for employee participation in training are too singular. Most of them are through promotions to motivate employees to participate in employee training, but for lower-level employees, especially those engaged in front-line production. They are not likely to be promoted even when they participate in training. Therefore, Huawei's incentives for employee training can be further improved in the future. Various forms such as promotion, bonuses, and subsidies can better encourage employees at all levels to participate in training.
 Report格式范文 3.0 Conclusion 结论
HR and HRM are becoming more and more important to modern enterprises. Huawei's ability to develop into the world's top companies in 30 years is closely related to the success of its HRM. This paper analyzes the advantages of Huawei's HRM from the aspects of leadership development, strategic learning, performance management, employee training and development. At the same time, the author also puts forward some shortcomings of Huawei's HRM and proposes some improvement measures, including: further strengthening the training of the leadership and giving more opportunities to display leadership, paying attention to the management of strategic risks, paying less attention to the assessment of short-term performance, it should also pay attention to the assessment of long-term performance, and adoption of a variety of incentives to encourage employees to actively participate in employee training.
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