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一、人力资源精细化管理必须认识的几个问题1、人力资源的作用认识不够;传统的煤炭企业是劳动密集型企业。长期以来,人力资源这一因素只是作为拥有劳动能力的主体而存在,将人力资本作为其资本可以替代的简单的劳动力拥有者。2、人力资源开发重点不当、方式欠佳;大多数煤矿企业投入了一定资源对职工进行教育培训,但效果甚微。这主要是因为人力资源开发没有针对企业的实际要求,往往是对那些富余人员安排一个临时的任务以减轻对工作岗位的压力,或是对一般职工进行一些与其不相关的基础教育。3、积累机制不健全、人力资本流失严重;煤炭企业人才流失严重。主要有三点原因:劳动强度大,工资待遇低;人才未加以重视和合理利用;生活环境差,人心不稳。4、人力资源开发与积累的动力不足;人力资本是人后天具有经济价值的综合能力,应当包括智力、思想与职业素养、健康三个基本方面。二、人力资源精细化管理的基本框架1、人力资源精细化管理的四种制度建设(1)用工制度。煤炭企业在用工方面长期以来都是将职工视为依附企业的一种廉价劳动力,看成被动、没有思想、为企业赚取利润的机器。(2)人事制度。对于煤炭企业,在做好传统人事管理工作的同时,应将精细化管理中的公平公正融入其中,建立起具有活力又充满竞争的人事制度。(3)激励机制。激励的最根本的目的,就是要善于正确地诱导职工的工作动机,调动工作的积极性和创制性。(4)领导制度。领导班子作为管理主体,整体素质的高低决定了企业的领导水平。
First, the fine management of human resources must recognize several issues 1, the role of human resources awareness is not enough; the traditional coal-based enterprises are labor-intensive enterprises. For a long time, this factor of human resources existed only as the main body possessing the ability to work, using human capital as a simple labor-holder whose capital could be substituted. 2, improper development of human resources, poor way; most coal companies have invested some resources to educate and educate workers, but with little effect. This is mainly because human resources development does not have the actual requirements for the enterprises. Often it is to arrange temporary tasks for the surplus people so as to reduce the pressure on the work place or to carry out some basic education unrelated to the general staff. 3, the accumulation mechanism is not perfect, serious loss of human capital; serious brain drain in coal enterprises. There are three main reasons: labor intensity, low wages; personnel did not pay attention to and rational use; living environment is poor, the heart is unstable. 4) Insufficient motivation for human resource development and accumulation; Human capital is a comprehensive ability with economic value acquired by man and should include three basic aspects: intelligence, ideology and professional accomplishment, and health. Second, the basic framework of human resource management excellence 1, the refinement of human resources management of the four systems (1) employment system. For a long time, the coal enterprises have regarded workers as a cheap labor force attached to their enterprises, as a passive, non-thinking machine that makes profits for the enterprises. (2) personnel system. For the coal enterprises, while doing a good job of traditional personnel management, fair and just management of fine management should be integrated into them and a vigorous and competitive personnel system should be established. (3) Incentive mechanism. The most fundamental purpose of motivation is to be good at correctly inducing workers’ work motivation and arousing their enthusiasm and creativity. (4) Leadership system. Leadership as a management body, the overall level of quality determines the level of leadership of enterprises.