Stages, Content, and Theory of Strategic Human Resource Management （SHRM）： An Exploratory Study

This study discusses ＂theory of strategic human resource management （HRM） has an impact on research topic of this study is to discuss SHRM resource management （SHRM）＂. Theory of SHRM is that human firm performance through employee performance. Therefore, the theory. Research method is literature scanning. Research findings are, firstly, that strategic HRM can be defined with employee/firm performance relationship. Secondly, this study depicts its own SHRM model. In this model, HRM practices develop individual performance of employees in organizations, and individual performance increases performance of business departments, such as supply department, finance department, marketing department, logistics department, etc., and performance of business departments has an impact on firm performance. Furthermore, this study makes its SHRM definition. So far, there have been two definitions of SHRM in literature studies. The first definition identifies SHRM with corporate strategies and competitive advantage. The second definition describes SHRM with HRM-firm performance relationship. This study makes the third definition, namely, SHRM is employee/firm performance relationship, and this definition is figured in an SHRM model in this study.

Research on Strategic Human Resource Incentive Mechanism

Based on an enterprise as an example, this paper tries to through the analysis of the enterprise current problems of incentive system, on the basis of a thorough investigation into the current situation of enterprise human resource management, strategic management theory and experience at home and abroad for reference, design a corporate strategy development oriented human resource incentive mechanism, in order to help the enterprises to formulate scientific and effective incentive management system to provide policy recommendations. The proposal to our country modern enterprise to establish scientific human resource incentive mechanism has certain applicability and reference value.

Effective Human Resource Management is of Vital Importance to the Achievement of Organizational Strategic Goals

Strategic human resource management is playing a more and more important role in modern organization management. Recruitment is the front line of human resource management. The effectiveness of recruitment directly influences the normal operation and management of business.The aim of this report is to identify a recruitment procedure that can solve the current problems of Dongfeng Cinema Equipment Company, supporting by related strategic human resource theories and concepts. It found out that different recruitment policy and procedure should be adopted according to the different developing stage of organization, and the scientific and systematic evaluation mechanism is also of vital importance.

Research on Prediction of Enterprise Human Resource Demand and Supply Based on Gray Model

As the knowledge-intensive enterprise, the core competence of software enterprise is to master human resources of knowledge. But the unique human resource characteristic of software enterprise res^cts the management. While it develops rapidly, there is great waste for human resource cost. By using the prediction model of human resources for software enterprise, the paper proposes the human resource strategic planning system model of software enterprise. The paper applies grey prediction to make empirical research on requirements of human resource for software enterprises, and uses Markov chain to analyze supply of human resources. According to the prediction results, the paper adjusts the imbalanced supply and demand, and proposes the human resources planning.

HUMAN RESOURCE PRACTICES AND FIRM PERFORMANCE IN CHINESE ENTERPRISES

This study uses data from 201 Chinese firms to test two competing theories concerning human resource practices and firm performance. "Best practice theory" is supported for many of the human resource practices examined in the study. Contingency theory is generally not supported for three contingencies: business strategy, ownership and industry.

Cycle Evolution of the Impact of Ability-Enhancing,Motivation-Enhancing,and Opportunity-Enhancing Strategic Human Resource Management on Product Innovation in Science and Technology Enterprises

This study is based on the Ability-Motivation-Opportunity(AMO)model.Through two sub-studies,it explores the influence of ability-enhancing,motivation-enhancing,and opportunity-enhancing strategic human resource management(SHRM)in science and technology enterprises,on product innovation performance(PIP).It also reveals the dynamic evolution that influence from the perspective of the enterprise lifecycles.Sub-study 1 analyzes 441 questionnaires from managers of science and technology enterprises,using a qualitative comparative analysis method to determine the differences in the lifecycles of different enterprises.A qualitative comparative analysis of the questionnaires identifies the configurations of AMO SHRM,organizational emotional capability(OEC),and organizational human capital(OHC)that affect PIP at different lifecycles.Sub-study 2 empirically validates the dynamic capability path and resource-enhancing path of the impact of AMO SHRM on PIP using 444 questionnaires from managers of science and technology enterprises.The outcomes make the following revelations.(1)There are two possible configurations for product innovation during the startup stage,and opportunity-enhancing SHRM(OSHRM),OEC,and OHC are necessary conditions for impacting product innovation.There are three possible configurations for product innovation during the growth phase,and three possible configurations during the mature phase.(2)OSHRM in the startup stage affects product innovation through human capital,while ability-enhancing SHRM(ASHRM)and motivation-enhancing SHRM(MSHRM)do not significantly affect product innovation.ASHRM and OSHRM in the growth stage affect product innovation through OEC and OHC,while MSHRM has a significant impact on product innovation.AMO SHRM in the mature stage affects PIP through OEC and OHC.The study compares the impact of AMO SHRM on PIP from the perspectives of dynamic capability and resource-enhancing paths,and longitudinally analyzes the adaptability of the two paths in different stages of the enterprise life,providing reference for science and technology enterprise management practices.

面向内部客户需求的人力资源管理成熟度模型

人力资源管理成熟度是评价公司人力资源管理水平的重要工具。目前国内外人力资源管理成熟度模型普遍存在两点不足:缺乏内部客户思维、指标过多导致操作繁琐。本研究以公司高层管理者工作的典型需求为依据,精简评价指标,设计了新的人力资源管理成熟度模型,可以较好改善上述不足,并且具有较好的实践价值。

战略目标视角下饲料企业人力资源管理的实施路径

饲料企业的各项经济业务活动都需要人的参与和控制,只有保证一定数量和质量的劳动力资源,才能推动饲料企业的正常运营和发展,才能提高饲料企业的经济效益,因此,人力资源成为饲料企业的第一资源。而在战略目标的导向下,人力资源管理需要立足经济业务活动的期望值,为战略目标的顺利达成提供有力的人才支撑。但部分饲料企业的人力资源管理工作存在一定问题,这些问题制约了企业的内部管理成效,需要加以分析,进一步优化人力资源管理的实施路径。

高校公共体育教学“具身化”转向的困境及其优化路径——基于德雷福斯技能获得模型

随着我国素质教育理念的持续推进,高校体育教学得到了教育领域的广泛关注,新时期核心素养导向的体育教育观念要求高校公共体育教学以学生发展为本,将体育技能知识转化为学生自身素养,注重体育教学的“具身化”转向。研究通过梳理运动技能习得相关理论,结合当下体育技能教学实践,指出目前高校公共体育教学“具身化”转向的困境在于运动技能教学中对学生兴趣和情感的忽视,以及场景化教学环境的缺失。在此基础上,引入德雷福斯技能获得模型,分别从情感激发、熟练具身行为培养、技能应用和迁移3个层面与传统体育教学方法比较,呈现了该模型的“具身性”优势,并以此为借鉴提出当下体育技能教学优化路径,这些路径对于高校体育教学改革中真正体现学生身体主体性、形成熟练具身行为具有借鉴意义。

基于企业战略管理的人力资源战略规划策略探索

在当今竞争激烈的商业环境中,企业战略管理的重要性日益凸显。基于此,文章先阐述企业人力资源管理、企业战略管理的概念,说明人力资源战略规划在企业战略管理中的作用,然后分析企业战略管理和人力资源规划之间的关联以及当下企业人力资源管理存在的主要问题,最后进行基于企业战略管理的人力资源战略规划策略的探讨。

饲料企业战略性人力资源培训管理计划研究

人力资源是饲料企业最有活力的资源之一。如何激发人才潜力,实现人才价值,服务企业发展,是饲料企业制订战略性人力资源培训管理计划时需要重点考虑的内容。本文以饲料企业为研究对象,在阐述战略性人力资源培训管理计划重要性的基础上分析现阶段战略性人力资源培训管理计划在饲料企业中的应用,研究发现,当前饲料企业存在人才管理计划不详细、创新水平不足、内部员工培训匮乏等问题,文章针对这些问题提出解决方案,以期对饲料企业的健康良性发展有所助益。

高质量发展背景下公立医院战略人力资源管理实施路径研究

公立医院高质量发展,是新时代党和国家事业发展新阶段的内在要求,也是更好满足人民日益增长的医疗卫生服务需求的必经之路。医院作为知识密集型组织,人力资源是医院发展的原动力,只有人才队伍的高质量发展,才有医院的高质量发展。在高质量发展阶段,需要将人力资源作为一种战略资源,充分了解战略性人力资源管理的内涵,改善医院人力资源管理方面存在的问题。应针对医院人力资源特点,实施战略性人力资源管理,将人力资源管理与医院高质量发展战略目标相融合,从而促进高质量发展目标的实现。

深化改革背景下装备制造业国有企业战略人力资源管理

战略人力资源管理理论认为,人力资源管理活动对于组织绩效十分重要。当前,新一轮国企改革深化行动正在展开,对国有企业高质量发展提出新要求。实现高质量发展的战略目标,需要有效的战略人力资源管理做支撑。以总部位于上海的某电力设备领域国有大型综合性装备制造产业集团P集团为例,对深化改革背景下的装备制造业国有企业战略人力资源管理进行研究,探讨如何推动国有企业传统人力资源管理工作面向战略转型,以满足战略发展需要。论述了战略人力资源管理理论内涵,分析了P集团人力资源管理战略,并介绍了P集团战略人力资源管理的探索。

平衡计分卡在企业人力资源绩效管理中的运用

为了进一步提高企业人力资源绩效管理水平,选择平衡计分卡这一工具并分别从财务、客户、内部流程、学习与成长四个维度,探究了基于平衡计分卡的人力资源绩效管理体系构建策略。采用案例法和调研法,以YBGK科技有限公司作为研究个案,在绘制公司战略地图的基础上,设计了公司级、部门级、个人级的平衡计分卡,为人力资源绩效管理的开展提供了依据。结果表明,应用平衡计分卡优化人力资源绩效管理后,公司的利润总额、净资产收益率等财务指标均有不同程度的提升,职工满意率从原来的65.8%提升到了83.3%。由此可得,将平衡记分卡应用到绩效管理中,对提升公司经营效益和开发人力资源价值有积极帮助。

数字时代战略性人力资源管理困境与消解:基于SECI知识创造视角

从知识管理角度来看,组织战略性人力资源管理的根本目的是提高基于组织知识创造的组织持续创新能力,以保障组织战略实现。人力资源管理数字化转型的本质是通过数字技术提高人力资源管理战略效能,确保组织获取可持续核心竞争力。以经典知识创造SECI理论框架为基础,分析并阐释数字时代组织战略性人力资源管理面临的三重困境,即人的主体性困境、知识管理困境以及组织激励困境,并针对性地提出如下建议:建立知识—价值愿景,保护并提升员工主体性;创建知识创造场域,提高组织知识管理效率;推动知识驱动的人力资源管理创新,提升组织激励效果。

战略人力资源管理对员工创新行为的影响机制研究:创新自我效能感的中介作用

创新已成为企业的核心竞争力,如何充分调动员工创新行为,为企业创造出更多效益,是管理者应重视的关键问题。本文以创新自我效能感作为中介变量,深入探讨战略人力资源管理对员工创新行为的影响机制。通过实证数据分析得出:创新导向的战略人力资源管理对员工创新行为有直接的、正向的影响,并能通过增强员工创新的信心即创新自我效能感,进一步激发创新行为。企业在应用创新导向的战略人力资源管理体系时,可更注重职位描述、内部流动、员工参与、深度培训、绩效评价、激励回报、职业安全等维度,更好地激发员工创新行为。

人力资源管理对饲料企业战略目标的助推作用

人力资源管理是饲料企业管理工作中必不可少的一部分,其对饲料企业战略目标的实现具有积极的推动作用。因此,在企业管理中需要明确人力资源管理与饲料企业战略目标的关系,结合战略目标导向和饲料企业人力资源管理的特征,深度挖掘人力资源管理优势,充分发挥人力资源管理对饲料企业战略目标的推动作用,从而使饲料企业在人力资源管理的支持下获得更好的经济效益和社会效益。

战略性人力资源管理在建筑企业的应用研究

近年来,建筑企业市场竞争日趋激烈,行业生存压力较大,各企业为了进一步提升管理效能、提高发展质量,纷纷尝试在企业管理上进行革新。本文重点研究当前建筑企业管理革新的主流趋势——战略性人力资源管理,从建筑企业进行战略性人力资源管理转型的必要性入手,分析战略性人力资源管理如何作用于传统的人力资源六大板块,同时建筑企业在转型中普遍存在的困难和阻力,并基于此提出相应对策。