Discussion on the Improvement of Incentive Mechanism under the Background of Enterprise Reform Based on the Intensity of Human Resource Management

Wang You

(Woosong University,South Korea 34606)

Abstract:The development process of the role of human resource management is the outward manifestation of the transformation of human resource management functions.Studying the causes of the transformation of the role of human resource management is a main line to analyze the evolution of human resource management functions.At present,the theoretical explanations for the causes for the evolution of corporate human resource management functions to certain roles mainly include neo-institutional theory,strategic choice theory,and coevolution theory.In the discussion of different theoretical schools,organizational technical characteristics,strategic types,organizational structure and social capital of human resource management departments are considered to be the key factors that trigger the transformation of human resource management roles.The human resource management of Chinese enterprises generally has problems such as backward concepts,lack of perfect management system,sound incentive system and professional management personnel.Enterprises should adjust their human resource management strategies by strengthening the innovation of human resource management concepts and models,establishing a scientific enterprise employment mechanism,and improving the human resource information management system.

Key words:Enterprise reform;Human resource management;Incentive mechanism

With the continuous emergence of technology-intensive and knowledge-intensive enterprises,the competition of human resources has been pushed to a higher level,and human resources have become the key resources and core values of enterprises in the fierce market competition.Under the new normal,companies must be aware of the importance of human resource management,improve the quality of human resource management,continue to innovate,and adapt to the development trend of human resources under the new situation,in order to meet the future development needs of the company[1].First of all,innovation and optimization of corporate human resource management can enable companies to achieve maximum economic benefits.Secondly,through human resource management,the creativity of enterprise employees can be fully mobilized,and the value of talents can be better realized,which are conducive to the development of the enterprise.Therefore,solving human resource management issues and adjusting human resource management strategies are of great significance for companies to better adapt to the development of the new normal.

1 Difficulties in Enterprise Human Resource Management

1.1 Difficulties in the human resource management system

The difficulty in the human resource management system has converted from the labor and personnel management system to the human resource management system.After the implementation of the reform and opening up policy,many state-owned enterprises have merged separate personnel departments and labor management departments into human resources management departments,but the management system has not yet been qualitatively changed,and it is essentially an administrative management form.Under the influence of such deep-seated factors,it has led to two results,which are specifically manifested in:①The employment system is rigid and lacks vitality.At present,the employment system of stateowned enterprises mainly adopts the full-staff labor contract system[2].With the advancement of marketization,this system exhibits the drawbacks such as the lack of competition,openness,and fairness.The methods of open selection and competition for employment have not been effectively implemented.If you do not violate the rules and regulations,you will enjoy the corresponding treatment on time.At the same time,since an effective staffing mechanism has not been established,the phenomenon of setting up posts is still common,and the mismatch between job requirements and personal abilities leads to the coexistence of talent shortage and talent waste,and the coexistence of talent idleness and improper employment.②The distribution system lacks new breakthroughs.The power mechanism and restraint mechanism are not perfect.The distribution system has not become the driving force of operation and management,the production and operation efficiency and the level of distribution have not achieved good interaction effects,the innovation of the distribution system is insufficient,and the reform of the distribution system lags behind the changes in the internal and external operating environment.Due to the relatively heavy historical burden,it is difficult to pack lightly,the salary rise of employees is far from satisfactory,and the salary level lacks market competitiveness,which makes it difficult to attract new talents,and there is serious loss of veteran employees.

1.2 Difficulties in human resource management

The difficulty of human resource management is how the human resource department becomes one of the decision-making departments.The human resource management department plays a pivotal role in the implementation of the business strategy and should play a part in the business decision-making process,but in reality it generally acts as an executive and a staff member（3）.Some leaders believe that labor and capital are management personnel entering and exiting and paying wages.The personnel of the human resource management department deal with daily trivial tasks,and rarely rise to the occasion of overall consideration of corporate strategy,such as human resource planning and employee career development.

1.3 Difficulties in human resource management strategy

The difficulty in human resource management strategy is the lack of a scientific,reasonable,effective and feasible employee performance appraisal system.Using traditional empirical judging standard as the main performance appraisal method,single evaluation factor,theoretically mature evaluation system has not been implemented in state-owned enterprises for a long time,and lack of experience to draw upon;insufficient performance in tapping employee potential and assisting employee development,Employees mostly participate passively;the evaluation results are not directly linked to salary and promotion,and there are many human factors that come into play.

1.4 Difficulties in the reorganization and structural adjustment of human resources

The difficulties in the reorganization and structural adjustment of human resources are downsizing and increasing efficiency and reorganizing and optimizing mechanism personnel[4].These two tasks involve the adjustment of the pattern of interests,involving a wide range of areas and strong policies,especially large state-owned enterprises,where the mobility of employees is not strong,and there are complicated relationships between employees.Its arduousness,complexity,and sensitivity are prominent.

2 The Main Problems Existing in the Human Resource Management of Chinese Enterprises

As the development of Chinese enterprises enters a new stage,human resource management methods are also undergoing radical changes to improve corporate efficiency and ensure the sustainability of corporate development.However,the current human resource management methods of Chinese enterprises are relatively backward,which is not conducive to the sustainable development of corporate human resources.

2.1 The concept of corporate human resource management is outdated

At present,an increasing companies are starting to realize the importance of human resource management,but the management concept has not changed with the change of corporate strategic management decisions,and the human resource management concept is severely lagging behind.First of all,human resource management is not all about recruitment,hiring,training,etc.Many companies have limited understanding of the concept,the role and functions of human resource management,and do not integrate it well with corporate strategic decision-making.They equate human resource management with personnel management.Second,the decision-making model of corporate managers is outdated.In terms of human resource management,corporate leaders rely more on personal experience,lack of necessary data support,and are prone to deviations.With the advent of the era of cloud computing and big data,some companies with advanced concepts analyze the value creation process of companies through big data systems,so as to make decisions about corporate behavior more objectively and scientifically.

2.2 The enterprise’s human resource management system is backward and the employment mechanism is unreasonable

A scientific and reasonable human resource management system is conducive to the scientific management of enterprises,but at present,enterprise human resource management systems cannot keep up with the pace of the development of the times and need improving.Modern enterprise human resource management tends to be individualized and lean,and corporate employees are increasingly pursuing their own value,due to the traditional conception that some enterprises runs through the entire process of the enterprise’s employment mechanism.In order to achieve internal stability and other goals of the enterprise,seniority ranking is usually used as an important reference for talent promoting and appointment,which failed to reflect the principle of fairness and justice.

2.3 It is difficult for enterprises to attract talents and lack a sound incentive system

Many enterprises in China have limited investment budget,and the salaries and various benefits are not satisfactory.Therefore,there are many obstacles in the introduction of professional talents.Many companies mainly adopt internal training to enhance the professional skills of their employees,thereby strengthening the talent team.This has become the development trend of many small and mediumsized enterprises’ talent management.However,the training mode of some enterprises is not scientific and too formative,which not only hinders the formation of their own talent team,but also causes the loss of talents and interests of the enterprise.With the intensification of competition,a sound incentive systems is highly important for the development of enterprises.Some companies have a relatively weak management foundation and lack a sound and fair incentive system,which greatly affects the development of related work and triggers the loss of high-quality talents.

2.4 The enterprise lacks professional human resource management personnel

Currently,as enterprise human resource management becomes more and more significant,enterprises also put forward higher requirements for the overall quality of human resource management personnel.Although many companies have a large number of human resource management personnel,their own quality can not meet the requirements of modern enterprise human resources.First of all,the personnel is excessive but not sophisticated,and lack of professional skills.The human resource management personnel of many companies are from different majors,without systematic human resource management education and training,they are only qualified for some basic transactional work,and they are unable to think about human resource management issues from the perspective of corporate strategy.It has failed to meet the needs of enterprise development.Secondly,modern human resource management is increasingly dependent on data analysis.Enterprise human resource managers must have the ability of data mining and extraction and analysis,but many human resource managers have not yet mastered these capabilities.

3 Countermeasures to Solve Practical Problems

To solve the above-mentioned practical problems faced by enterprise human resource management,it is necessary to take corresponding countermeasures in terms of deep-level management system,human resource department function transformation,performance appraisal system,human resource reorganization and optimization,and human resource information management.

3.1 Establish a human resource management system compatible with the modern enterprise system

Many state-owned enterprises have established modern enterprise systems,but the methods of human resource management still follow the traditional labor and personnel mode.To establish a human management system that is compatible with the modern enterprise system,a great many practical work must be done,including the employment system.Two aspects of the distribution system,focusing on solving the problem of“management personnel can go up and down,employee income can be more or less,and personnel can enter and exit”. ①Completely abolish the related system of applying the national administrative identity in the past,and establish a recruitment,use,promotion,reward,training,and distribution system that conforms to the actual situation of the enterprise without the interfere of the administrative identity.②Establish an employee career management system.Cultivate a sound promoting,employment environment and promotion mechanism,so that employees can flow in a reasonable and orderly manner,and establish a mechanism for employees to be able to move up and down,and to have more and less wages.③Establish a salary distribution system which follows the principle of“efficiency first and fairness”,such as establishing a salary distribution system that is“market-oriented,efficiency-centered,position-based,and performance-based”,the total unit wages,unit economic benefits,and personal income,the mechanism linked to individual performance can guide employees to form a correct view of distribution and enhances the cohesion and competitiveness of the enterprise.At the same time,various forms of salary distribution such as piece rate wages,negotiated wages,internal annual salaries for operators,and commissions for marketing personnel should be advocated and implemented.

3.2 Establish and improve a scientific,objective,reasonable and effective employee performance appraisal system

①Advanced and comprehensive job analysis,and on this basis,formulate performance appraisal,standards,compilation,and job descriptions.The evaluation factors should be more comprehensive and reasonable.② Personnel classification assessment.In addition to formulating general assessment standards,the assessment rules should be formulated separately for senior managers,ordinary managers,and operators according to the positions and responsibilities of the personnel.Self-evaluation,peer evaluation,and group evaluation should be adopted.③The indicators are quantified,and scientific evaluation indicators are set based on the results of the analysis on the post,and personal performance is linked to the performance of the unit.

4 Research Conclusions and Reflections

Human resources are the core strategic resources of an enterprise,and enterprise human resource management activities should be integrated into the enterprise management strategy.It’s believed that career development,employee training plans,performance wages,and temporary employee management enable employees to participate in corporate management decisions.They are strategic human resource management and corporate management.Potential moderators of performance relationships.Then,the human resource management activities of the company were investigated and studied,and the data obtained empirically verified the above theories.It was found that strategic human resource management,career development and employee training plans,performance wages,and employee management all have a positive impact on corporate performance,among which,career development and employee training plans,performance wages,and employee management have a moderating effect on the strategic human resource management and corporate performance,so as to maximize the efficiency of the adjustment of employee career development and training programs,and contribute to corporate development.