Research on Enterprise Human Resource Management Reform Strategy in the Era of Big Data

In the 21st century,with the development of the Internet,mobile devices,and information technology,society has entered a new era:the era of big data.With the help of big data technology,enterprises can obtain massive market and consumer data,realize in-depth analysis of business and market,and enable enterprises to have a deeper understanding of consumer needs,preferences,and behaviors.At the same time,big data technology can also help enterprises carry out human resource management innovation and improve the performance and competitiveness of enterprises.Of course,from another perspective,enterprises in this era are also facing severe challenges.In the face of massive data processing and analysis,it requires superb data processing and analysis capabilities.Secondly,enterprises need to reconstruct their management system to adapt to the changes in the era of big data.Enterprises must treat data as assets and establish a perfect data management system.In addition,enterprises also need to pay attention to protecting customer privacy and data security to avoid data leakage and abuse.In this context,this paper will explore the thinking of enterprise human resource management innovation in the era of big data,and put forward some suggestions on enterprise human resource management innovation.

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.

Evaluation of the Strategic Tolerance Human Resource Management Based on Matter-Element Analysis Method

The main features and connotation of the tolerance human resource management based on strategy are analyzed and summarized. The theory and method of systematic engineering is used to build the evaluation index systems for the tolerance human resource management. On the basis of it, by using the theory of matter-element analysis, the matter-element models are formulated for the evaluation of the tolerance human resource management. Regarding annual tolerance human resource management as the object of matter-dement, the tolerance human resource ：management for two years are analyzed and evaluated through using the matter. element models proposed. A ease study is carried out and the satisfactory results are obtained. A new scientific methed is provided for the evaluation of human resource management based on strategy.

Analysis on The Strategy of Application of StatisticalAnalysis Method in Human Resource Management of Modem Enterprise

The change of the development situation of market makes the competition among enterprises gradually turn totalents,technology, culture and other aspects,talent and technology has become an important embodiment of the core competitiveness ofenterprises.In this context,the role of human resource management is becoming more and more important,which needs to improve and innovatethe traditional human resource management mode in time,so as to improve the management level and management efficiency.The application ofstatistical analysis method in the human resource management of modem enterprises,can give full play to the role and value of various data,toimprove the disadvantages and defects in traditional methods of human resource management,can significantly enhance the level and efficiency ofhuman resource management,this paper makes a detailed analysis on its strategy of specific application, aims to provide guidance and reference.

The Strategic Role of Human Resources in the Globalization Process

Globalization has contributed to rapid technological development,dominated by the importance of human resources as a key to society’s development and progress.A modern approach to strategic HRM is the most important phenomenon of today,helping to align the skills currently used with the goals the company pursues.A new industry is constantly evolving in the field of human resource management through strategic human resource management(HRM).The data show that human resource efficiency is an important factor that enables a company to have long-term benefits in terms of profits,competencies,and other goals.In the HRM system,this plays a significant role in planning long-term goals and strategies.The skills necessary to fulfill organizational goals are developed by individuals’personal sense of attitude and creativity synergistically related to the needs and desires of employees.The business function or human resources sector today is much more than a form of employment in the future.The efficient use of human resources is needed to provide companies with a competitive advantage and set long-term goals for a successful business,which are just some of the priorities of global business.Human resource management organization(HRM)includes selection,training,evaluation and rewarding of employees,organizational leadership,organizational culture.HRM emerged as a concept in the early 20th century,when researchers began documenting ways to create business value through strategic workforce management.Initially,transactional work dominated,but due to increased globalization,further HRM research today focuses on strategic initiatives,such as talent management,industrial and employment relations,inclusion,and more.Human resource management(HRM)refers to HR and management practices and systems that affect the workforce.The human resources of any organization are made up of all the people who carry out some activities within the enterprise.HRM’s core responsibilities include job design and job analysis,training and development,recruitment,team building,performance management,employee appraisal,etc.HRM affects the management and productivity of the company.It plays an important role in the training and control of employees and the organization.HRM plays a vital role in sustaining the lives,work,and career planning of employees.It helps HR managers resolve conflicts and motivate employees to pursue personal and organizational goals.To achieve organizational goals within HRM,it is important to conduct training and education.Without the ability of good HRM management and employee confidence in leadership,chaos and conflicts arise in the organization.HRM plays a vital role in the organization to achieve organizational goals,solve problems,manage workforce diversity,and the like.

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.

新形势下三甲医院人力资源管理创新策略探究

为更好地发挥三甲医院医务工作者的主观能动性,提升医务工作者的整体素质,应加速推进医院人力资源管理的变革。基于此,笔者通过对三甲医院人力资源管理的现状进行深入剖析,根据实际情况,从管理理念创新、管理制度创新、管理方式创新等方面有针对性地提出了一些策略。

数字化时代人力资源管理创新技术路径选择

随着数字化技术的快速发展,“全面数字化管理”被推到了企业发展的最前端,传统的人力资源管理模式已经难以满足现代企业的需求。文章概述了数字化时代的特点及人力资源管理的发展趋势,进而分析数字化时代人力资源管理创新案例与启示,并在此基础上从人力资源规划、招聘与配置、培训与发展、绩效管理、薪酬福利及员工关系管理方面提出了相应的数字化创新策略,以顺应数字化时代发展需求,实现人力资源管理的优化升级。

企业文化视角下饲料企业人力资源管理的有效策略

随着市场竞争的日益加剧,饲料企业面临着人才短缺和员工流失等诸多挑战。在此背景下,如何有效地进行人力资源管理,成为饲料企业亟待解决的问题。企业文化作为企业的灵魂,对员工的思想、行为和工作绩效具有深远的影响。因此,本文从企业文化视角出发,分析了企业文化在饲料企业人力资源管理中的作用,并提出了饲料企业人力资源管理的有效策略,力求以高质量的内部管理水平推动饲料企业的可持续发展。

高校人事管理向人力资源管理转变的应对策略

高校人事管理向人力资源管理转变是现代社会发展的必然要求。为发掘教师潜力、推动教育教学整体水平、优化资源配置、解决当前人力资源管理的滞后性与高校高速发展之间的矛盾,从人事管理和人力资源管理的区别入手,对高校人力资源管理的重要性及现阶段发展的困境展开深入探究,并在此基础上提出了高校人事管理向人力资源管理转变的有效应对策略。

以人为本理念下饲料企业人力资源管理水平的提升策略

近年来,企业间的竞争日益加剧,各企业纷纷开始重视人力资源管理工作,旨在为企业发展提供高素质人才,从而创造更多的经济效益,饲料企业亦是如此。其中,以人为本是人力资源管理工作的基本原则,并为饲料企业的内部管理指明了方向。文章以人为本理念的体现和人力资源管理的重要性出发,分析了饲料企业人力资源管理的现状,并针对性地提出饲料企业人力资源管理水平的提升策略,以期更好地促进饲料企业的可持续发展。

新形势下医院人力资源管理探讨

在当前不断变化的医疗环境中,医院人力资源管理面临着前所未有的挑战。随着技术的进步和创新,人口老龄化趋势的加剧,医疗成本的增加以及患者对医疗服务期望的不断提升,医院必须适应这些变化,并有效管理其人力资源,以保证医院的运营效率和质量。基于此,文章将探讨新形势下医院人力资源管理所面临的变化与挑战,并分析其发展趋势,进而提出相应的解决方案和建议。通过深入研究和分析,可以更好地理解医院人力资源管理的关键问题,并为医院管理者提供指导。使医院在不断发展变化的医疗环境中有效管理和发展人力资源,为提供优质医疗服务奠定坚实基础。

南沙区某市属公立医院人力资源管理创新策略研究

本文分析了广州市南沙区某公立医院人力资源管理现状,并基于SWOT分析法探索其发展策略。研究发现,该医院的人力资源管理具有成熟的管理体系和一体化管理的实施优势,但也面临财政支持不足和人才及岗位结构不均衡的劣势。政策支持与区域医疗资源扩展为其提供了重要的机遇,但日益增长的行业竞争和人才吸引与保留的难题构成了威胁。医院应优化管理架构,加强顶层设计,改善学科和人才结构,采取一体化与差异化发展策略,以构建高效的人才队伍,提升医院竞争力。本文通过对优势、劣势、机遇和威胁的综合分析,制定了针对性的管理对策,为同类医疗机构提供了参考。

基于需求层次激励视域下医院人力资源管理的应用

本文从现代公立医院人力资源管理的现状及存在的问题入手,分析现代公立医院人力资源管理优化的重要性,阐明需求层次理论对医院人力资源管理的重要意义,分析需求层次理论视域下现代公立医院人力资源管理的影响因素,提出基于需求层次理论视域下现代公立医院人力资源管理激励机制的构建方法与过程,从而为医院人力资源管理提供一种新的方法与手段。

大数据时代事业单位人力资源管理创新策略

当前,要想真正提高事业单位人力资源管理效率,迎合时代发展潮流,事业单位管理人员、负责人必须注重信息化建设,使用大数据技术,创新人力资源管理模式,摒弃传统以人工工作的模式,革新和改进管理理念、方法,主动提高人力资源使用率。基于此,文章首先分析大数据时代下,事业单位人力资源管理中的作用,着重分析实践中的问题,主动提出改进策略和方法,实现人力资源管理精细化、信息化,展示其效用,真正做到人尽其用。

人事考试与档案管理融合策略及其预期效益研究

人事考试与档案管理是人力资源管理的重要组成部分。人事考试在人才选拔、促进人力资源优化配置等方面发挥着关键作用,而档案管理则为人事考试及整个人力资源管理提供重要的信息支撑。在梳理人事考试与档案管理理论基础的前提下,分析了两者融合的现实需求,并从信息化建设、管理制度创新、人力资源耦合、建立双轨多元管理体系以及应用大数据技术等多个维度,探讨了人事考试与档案管理的融合策略,同时,还对融合后的预期效益进行了全面分析,旨在为新形势下人事考试与档案管理工作优化提供参考思路,为推动我国人力资源管理工作的科学化、规范化、现代化水平提升作出积极贡献。

浅议如何通过经济法加强事业单位人力资源管理

在不断发展变化的市场环境中,作为管理者,首先应当明确加强人力资源管理的重要性,在经济变化的大环境中,要能够根据实际情况把握和解决当下阶段人力资源管理存在的问题,并且要了解当前单位面临的环境,以及如何通过经济法促进企业的发展.在我国经济社会快速发展的今天,经济法在人力资源的管理已经成为单位发展的重要支撑.由于时代的变化和各种高新技术的发展,人力资源管理也面临不同的经济问题.文章根据人力资源管理存在的问题以及如何通过经济法改进人力资源方面,做出了相关论述,希望能够对有关部门的工作人员有所启示.

数字化时代人力资源管理创新策略分析

现阶段,5G、云平台、大数据、人工智能等现代化技术蓬勃发展,使各行业领域的工作模式发生了巨大的变化。人力资源作为企业发展的核心,在时代的推动下也在逐步发生变革。基于此,文章围绕人力资源管理展开论述,对管理方式数字化转型创新的特征和意义进行分析,并剖析当前我国企业在人力资源管理方面所存在的问题,同时根据问题提出相应的数字化创新策略。

社保部门人力资源管理优化策略

社保部门“面对面”“零距离”于服务群众,其人力资源管理事关服务质量与群众满意度。人力资源管理具有一定的复杂性和挑战性,精细化管理成为一种必然趋势和方向。文章基于社保部门人力资源管理特性,用精细化理念作为理论引领,制订多元化、具有适用性的优化策略和措施,以期为社保部门及其他相关单位人力资源管理业务的开展予以参考和借鉴。

新形势下行政事业单位人力资源管理信息化的策略探讨

新形势下行政事业单位为全面优化自身的发展成效,为不断提升自身的发展水平,就应注重深入创新人力资源管理模式,科学运用好信息技术手段,全面推动人力资源管理信息化。可说,人力资源管理信息系统是复杂的、包含着丰富多元的内容。行政事业单位在深化改革的过程中,应注重把握好新形势发展的要求,综合用好信息技术手段,不断提升人力资源管理信息化程度,更好地提升人力资源管理水平。