人力資源管理在中國的發(fā)展(一)

 
摘   要
 
     隨著二十一世紀(jì)的到來，人力資源管理作為一個相對較新的管理項(xiàng)目，在當(dāng)今的商業(yè)中扮演著一個越來越重要的作用。This report mainly discusses 3 questions about today's human resource management.本報告主要就關(guān)于人力資源管理問題分三個部分進(jìn)行了討論。The first section discusses the changing function of human resource management in terms of 3 aspects which are staff-company relations, HR model development and HR strategies.第一部分討論有關(guān)人力資源管理在三個方面的職能轉(zhuǎn)變。即是工作人員與公司的雇傭關(guān)系，人力資源發(fā)展模式，和人力資源發(fā)展戰(zhàn)略。The second section describes the exploring stage of HRM in Chin第二部分描述了在探索階段的中國人力資源管理。System building, recruitment and motivation are the three aspects to support the opin系統(tǒng)的建設(shè)，招聘模式和激勵制度是支持觀點(diǎn)的三個方面。The third section discusses the new challenges that HR managers in China may face.第三部分討論中國人力資源可能面臨的新的挑戰(zhàn)。In this part, challenges from the changing business age, HR managers' abilities to deal with uncertainty and ambiguity and solitary to collective activity are discussed.在這一部分將就由于商業(yè)時代的不斷變化，人力資源管理對不確定性和模糊性以及對獨(dú)立的集體活動的處理能力進(jìn)行了討論。
 問題1 Human resource management, as the quickly developing subject, without doubt, has changed a lot in its function in many fields.    人力資源管理，作為迅速發(fā)展的項(xiàng)目，毫無疑問，它的功能在許多領(lǐng)域都發(fā)生了很多的改變。 This section will mainly discuss the HRM's change and expansion in the aspect of staff-company relations, HR model development and HR strategies as the following.本節(jié)將主要討論人力資源管理在工作人員與公司的雇傭關(guān)系，人力資源發(fā)展模式，和人力資源發(fā)展戰(zhàn)略方面的變化和發(fā)展進(jìn)行討論，如下
 
 
 Key words: Development, Human Resource Managemen, staff-company relations，System building，recruitment and motivation，challenge，explore.
 [關(guān)鍵詞]：發(fā)展、人力資源管理，雇傭關(guān)系，系統(tǒng)建設(shè)，招聘和激勵，挑戰(zhàn)，探索.
 
 
 
人力資源管理在中國的發(fā)展
 Introduction 導(dǎo)言 With the advent of the 21st century, Human Resource Management, as a relatively new management subject, is playing a more and more important role in today's business activities.    隨著二十一世紀(jì)的到來，人力資源管理作為一個相對較新的管理項(xiàng)目，在當(dāng)今的商業(yè)中扮演著一個越來越重要的作用。This report mainly discusses 3 questions about today's human resource management.本報告主要就關(guān)于人力資源管理問題分三個部分進(jìn)行了討論。The first section discusses the changing function of human resource management in terms of 3 aspects which are staff-company relations, HR model development and HR strategies.第一部分討論有關(guān)人力資源管理在三個方面的職能轉(zhuǎn)變。即是工作人員與公司的雇傭關(guān)系，人力資源發(fā)展模式，和人力資源發(fā)展戰(zhàn)略。The second section describes the exploring stage of HRM in Chin第二部分描述了在探索階段的中國人力資源管理。System building, recruitment and motivation are the three aspects to support the opin系統(tǒng)的建設(shè)，招聘模式和激勵制度是支持觀點(diǎn)的三個方面。The third section discusses the new challenges that HR managers in China may face.第三部分討論中國人力資源可能面臨的新的挑戰(zhàn)。In this part, challenges from the changing business age, HR managers' abilities to deal with uncertainty and ambiguity and solitary to collective activity are discussed.在這一部分將就由于商業(yè)時代的不斷變化，人力資源管理對不確定性和模糊性以及對獨(dú)立的集體活動的處理能力進(jìn)行了討論。 Question 1 問題1 Human resource management, as the quickly developing subject, without doubt, has changed a lot in its function in many fields.    人力資源管理，作為迅速發(fā)展的項(xiàng)目，毫無疑問，它的功能在許多領(lǐng)域都發(fā)生了很多的改變。 This section will mainly discuss the HRM's change and expansion in the aspect of staff-company relations, HR model development and HR strategies as the following.本節(jié)將主要討論人力資源管理在工作人員與公司的雇傭關(guān)系，人力資源發(fā)展模式，和人力資源發(fā)展戰(zhàn)略方面的變化和發(fā)展進(jìn)行討論，如下：  In the aspect of the staff-company relations, the changing functions will be discussed from 3 aspects which are power factors, employees and motivational method.    在工作人員與公司雇傭關(guān)系方面，將從以下三個方面討論職能的轉(zhuǎn)變。即實(shí)力的因素，員工因素和激勵方法進(jìn)行討論。First, in terms of the power factors, 10 years ago the relationship between employees and the company was regarded as 'Labor and Enterprise' while nowadays more companies show understanding and respect for the human spiri首先 ，實(shí)力的因素方面，10年前雇員與公司的關(guān)系而言，被視為'勞工與企業(yè)'，而現(xiàn)在越來越多的企業(yè)表現(xiàn)出對人的精神的理解和尊重。 For example, Google China places a piano in the hall of the company and even set a kitchen and the washing machine for their employees (Jim Westcott, 2005). 例如，中國谷歌在分公司大廳放置了一架鋼琴 ，而且甚至還為他們的雇員安置了廚房和洗衣機(jī)（吉姆韋斯科特，2005年）。 Second, in terms of the employees, employees are considered as thinking and rational beings around 10 years ago.第二，在員工方面，10年前員工被視為是理性思考和解決問題的人。 The reason why they chose this company was the satisfactory salary.他們之所以選擇這個公司是因?yàn)楣�司為他們提供了滿意的薪水。 But today, staffs are considered as fully evolved, completely satisfied, mature human being但今天，員工被視為是要求擁有充分的發(fā)展空間，全方位的滿意不單單是薪水且成熟的人。 Third, in the motivational methods aspect, the change is really huge.第三，在激勵方法方面，變化真正的是非常巨大的。 A decade ago, companies often drove employees through basic needs such as a big bonus. 十年前，企業(yè)經(jīng)常通過提供給員工基本的需要作為給員工的獎賞。 While the role seems to highlight people's social and intellectual needs.這種方法似乎去突出了人們的社會和智力需求。 In the aspect of HR model development, some human resource management functions have expanded during the past decade.    在人力資源管理發(fā)展模式的方面，在過去的10年一些人力資源管理職能被擴(kuò)大了。 One of the new products of human resource management is the HR outsourcing which support the core HR activities and business processes associated with HR administration. Outsourcing HR functions or processes is a viable decision for businesses, particularly those whose internal HR department has reached the limit of its effectiveness; businesses that want to access new programs or services (but don't want to incur the required investment), or those that want to focus on core competencies. 其中作為人力資源管理的新的產(chǎn)物之一是人力資源外包，在人力資源管理中支持了核心的人力資源活動和業(yè)務(wù)流程結(jié)合。外包人力資源的職能或業(yè)務(wù)流程是對商務(wù)的一種可行決定，尤其是那些其內(nèi)部人事部門已經(jīng)達(dá)到了其效力限制。;企業(yè)想要獲得新的項(xiàng)目或服務(wù)（但是不要想要招致必需的投資），或者那些希望專注于核心競爭力的企業(yè)。 The advantage of HR outsourcing is obvious: Obtaining access to (internally) unavailable expertise, skills, technologies; increased flexibility; reducing costs/reduce investment. This way has achieved great success in some countries, for example, Canada.他們在人力資源外包上獲得的好處是顯而易見的：獲取訪問（國內(nèi)）難以得到的專業(yè)知識，技能，技術(shù)，增加靈活性，降低了成本/降低投資。這種方法已在一些國家取得了巨大成功，例如，加拿大。 Spending on HR outsourcing in Canada, is forecast to increase by more than 13%, on average, every year between 2005 and 2009 (Jim Westcott, 2005).加拿大在人力資源外包開支上預(yù)測平均每年將增加13％以上，在2005年至2009年之間。（吉姆韋斯科特，2005年）。 The majority of HR strategies have been developed over the last decade. Twenty per cent of respondents indicate that an HR strategy has been in place at their institution for less than three years, 60% report that the HR strategy was developed in the past three to seven years and 20% indicate that the strategy is ten or more years old.    在過去的10年大多數(shù)人力資源戰(zhàn)略已經(jīng)得到了發(fā)展。百分之二十的受訪者指出人力資源策略在他們的企業(yè)中實(shí)施時間不足三年，百分之六十的報告指出在過去的3至7年間人力資源開發(fā)戰(zhàn)略一直在發(fā)展，并且20％的報告表明這一戰(zhàn)略是在10年甚至以上。 These data reinforce the notion that HR management has taken on a much more strategic role within the past decad這些數(shù)據(jù)加強(qiáng)了人力資源管理在過去十年間戰(zhàn)略性作用的概念。 The HR strategy in recruitment and retention can be discussed in long-term goals as well as shorter-term operational procedures.人力資源戰(zhàn)略討論了人員招聘和保留的長期目標(biāo)和短期的運(yùn)作程序。 In terms of recruitment and retention some institutions are primarily concerned with short-term objectives.一些機(jī)構(gòu)主要關(guān)注人員征聘和保留的短期目標(biāo)。 For example, one Canadian respondent stated that their HR strategy involves 'an annual recruitment and retention plan that governs academic staff hiring and retention for the following academic year' (Ronold G Ehrenbdeg, 2005). Other responses highlight long-term objectives and broader issues relating to staff development and performance as well as policy and strategic planning for future institutional growth. 例如，一個加拿大的受訪者說 ， 他們的人力資源戰(zhàn)略涉及'一個年度招聘和挽留計劃即執(zhí)政學(xué)術(shù)人員招聘和留用下一學(xué)術(shù)年'（Ronold G Ehrenbdeg, 2005）。其它的受訪者反應(yīng)突出的長遠(yuǎn)目標(biāo)和更廣泛的問題是關(guān)于職員的發(fā)展以及政策和戰(zhàn)略對未來體制和業(yè)績發(fā)展的規(guī)劃 。 For example, one Australian institution states that their HR strategy is concerned with 'workforce planning, age profiling, attraction and retention issues, and reengineering the recruitment process'.例如，一個澳大利亞的機(jī)構(gòu)指出 ， 他們的人力資源戰(zhàn)略是關(guān)于'人力規(guī)劃，年齡結(jié)構(gòu)，人才的吸引和保留，并重新制定招聘流程'。 The general focus of this strategy is on strategic planning for successive generations. 這一戰(zhàn)略的重點(diǎn)就是連續(xù)幾代的戰(zhàn)略規(guī)劃。
 Question 2 問題2 With China's entering the WTO, modern enterprise management concept has been gradually accepted by Chinese enterprises and, human resources management has been developed and promoted in the majority of enterprises. However, as a management skill that gets access to China less than 30 years and faced with the cultural conflict, HRM in China still stays in the exploring stage.    隨著中國加入世貿(mào)組織，現(xiàn)代企業(yè)管理理念已逐漸被中國企業(yè)接受了，在大多數(shù)企業(yè)中人力資源管理已經(jīng)得到了發(fā)展和推廣。然而，作為一種管理技能進(jìn)入中國不足30年，而且面臨與文化沖突，在中國人力資源管理仍然停留在探索階段。 In the aspect of system building, human resources management system in China is imperfect still.    在制度建設(shè)方面，中國的人力資源管理制度依然是不完善的。 According to the recent report of HR in China, less than forty percent of the enterprises have established the business development strategy combining with human resources management system. 根據(jù)中國最近人力資源的報告，不足百分之四十的企業(yè)建立了企業(yè)發(fā)展戰(zhàn)略與人力資源管理相結(jié)合的制度。 Furthermore, only 12.9% of them can really implement this strategy. What is more, employees' career development planning, staff representation system, and the staff Rationalized suggestion are the 3 strategies that are not completed enough.此外，其中只有12.9％的能真正實(shí)施這一戰(zhàn)略。更有甚者，職員的職業(yè)發(fā)展規(guī)劃，職員代表制，員工的合理化建議三個戰(zhàn)略都沒有充分的完成。 Only 9% of the researched enterprises establish and implement the employees' career development planning (Zhao Yin, 2007). 只有9％的被調(diào)查的企業(yè)建立并且落實(shí)了員工的職業(yè)發(fā)展規(guī)劃（趙尹，2007年）。 In terms of the recruitment, the forms of recruitment in Chinese enterprises are not diversified enough.    在聘用方面，在我國企業(yè)招聘的形式和層次不夠豐富（多樣化）的。 Although the modern enterprises can recruit through more and more channels such as networks, an executive search firm, job fairs, campus recruitment, advertising media and so many ways that can provide companies with human resources information, the majority of the companies still choose form as job fairs. 雖然現(xiàn)代企業(yè)可以通過多種渠道諸如網(wǎng)絡(luò)，獵頭公司，招聘會，校園招聘，廣告媒體等多種方式來進(jìn)行招聘。而且越來越多的渠道可以提供企業(yè)人力資源信息，但大多數(shù)的公司仍然選擇招聘會形式。 However, according to the '2007 Human Resource Report', the percentage of the surveyed companies which have been tried to recruit through network was 35%, which was 12% higher than that of the year 2006. 然而，根據(jù)2007年的人力資源報告，調(diào)查的公司通過網(wǎng)絡(luò)招聘的比例為35％，這比2006年的比例高了12％以上。 Secondly, the technologies during the recruitment that the companies use are still in a growing stage. 其次，公司使用的招聘技術(shù)仍然處于發(fā)展階段。 Only half of the enterprises plan to use professional test tool to find suitable staff.僅有一半的企業(yè)計劃使用專業(yè)的測試工具來找到合適的工作人員。 例如例如例如知識測試，心理測試和演示的方式等被引進(jìn)到中國并且受到熱烈歡迎。 The motivation in China is at a developing stage.    中國企業(yè)的激勵機(jī)制還處于發(fā)展階段。 Most Chinese companies have motivation strategies.大多數(shù)中國公司都有激勵策略。 Quite a few of them prefer to choose short-term and direct motivating strategies like paying. 很少數(shù)的企業(yè)寧意選擇短期和直接的激勵方法例如給錢。 At present, China has 70% of the enterprises in accordance with different types of personnel to set different pay scales (Zhao Yin, 2007). 目前，中國有百分之七十的企業(yè)依照不同種的員工與設(shè)置不同等級的薪水（趙尹，2007年）。 Paying is a common kind of economic motivation. 給錢是一種最通秀的經(jīng)濟(jì)激勵方式。 Paying incentives for executives directly show in their steady growth of income - wages, which is very intuitive.支付管理人員獎勵直接顯示在他們的收入穩(wěn)步增長-工資，這是非常直觀。 However, with the raise of executives' social status and overall ability, material and money are no longer the key point of motivation. 然而，隨著管理人員的社會地位和整體能力的提高，物力和財力不再是提高積極性的關(guān)鍵點(diǎn)。 Research from China Database, one of the most authority databases, show that 19.6% of the surveyed enterprises use virtual equity of the company as the long-term motivation methods and 18.9% of them use the form of giving share options as the long-term motivation, while 78.2% of the enterprises have not implemented the long-term motivation. 來自中國的一家最權(quán)威的數(shù)據(jù)顯示，19.6％的受訪企業(yè)用企業(yè)的虛擬股權(quán)作為長期激勵的方法，其中18.9％的企業(yè)給予員工購股權(quán)作為對員工的長期激勵制度，而78.2％的企業(yè)還沒有實(shí)施長期激勵。 As one of the ways to motivate staff, long-term also includes creating a platform for employees which may attract employees since they can exert their abilities fully作為長期激勵員工的方法，還包括為員工創(chuàng)造一個有可能吸引雇員的平臺因?yàn)樗麄兛梢猿浞职l(fā)揮自己的能力。 Question 3 問題3 As the functions of human resource have changed since the 21st century, challenges are coming to the human resource managers in China.    二十一世紀(jì)以來人力資源的職能已經(jīng)發(fā)生了改變，這也是中國的人力資源管理人員將要面臨挑戰(zhàn)。 For China is still in the exploring stage mentioned in question 2, the challenges should be more than those in developed human resource management countries. In the information era, the economic era and the knowledge, the challenges for Chinese HRM managers are mainly from these three fields. 對于中國來說如上問題2所述的還正處于探索階段，面臨的挑戰(zhàn)要比那些較發(fā)達(dá)的人力資源管理國家更大。在信息領(lǐng)域、經(jīng)濟(jì)領(lǐng)域和知識領(lǐng)域,中國人力資源管理的挑戰(zhàn)主要來自此三個領(lǐng)域。 The first challenges for HRM is the changing role of organizations from the Industrial Age to the Information Age.    對人力資源管理的第一個挑戰(zhàn)是從工業(yè)時代到信息時代人力資源管理角色的轉(zhuǎn)變。 在Work performed in factories by machines is being replaced by work in offices or at computer terminals. And instead of working with things, people increasingly work with ideas and concepts.工廠內(nèi)由機(jī)器完成的工作正在被在辦公室工作或在電腦終端下完成取代。工作方式的更改使得人們對工作產(chǎn)生了越來越多的新想法和新概念。 Information and knowledge have replaced manufacturing as the source of most new jobs. 信息和知識作為新的就業(yè)機(jī)會的來源已經(jīng)取代了大部分制造業(yè)。 Thus, taking charge of thousands of workers in a factory is not the typical functions of modern human resource managers. 因此，數(shù)以千計的在工廠的工人正在發(fā)生著改變將不再符合傳統(tǒng)人力資源管理的模式。 Although the numbers of employees may decrease, but the extent of difficulty will not decrease since employees are more knowledgeable and informative. 盡管員工的人數(shù)也許會有所減少，但人力資源管理的困難程度是不會降低 ， 因?yàn)閱T工有更豐富的知識和信息。 Like the popular saying nowadays 'The only thing that doesn't change is change', with the development of the technologies, tools that human being use speed up the pace of people's life.    就像現(xiàn)在流行的一種說法'任何事情都在悄無聲息的變化著'，隨著技術(shù)，人類用于它們使得自己的生活節(jié)奏變得越來越快的工具的發(fā)展 。 Thus the second challenge which may face the human resource manager is the abilities to deal with uncertainty and ambiguity.這樣 ，人力資源管理可能面臨的第二個挑戰(zhàn)的是處理不確定性和含糊不清事態(tài)的能力。 Static, permanent organizations designed for a stable and predictable world are giving way to flexible, adaptive organizations more suited for a new world of change and transformation. Emphasis on permanence, tradition and the past is giving way to creativity and innovation in the search for new solutions, new processes, and new products and services.靜態(tài)的、穩(wěn)定的常設(shè)組織和可預(yù)測的世界現(xiàn)正在轉(zhuǎn)變?yōu)橐粋�靈活的更適應(yīng)新世界改變和轉(zhuǎn)變的常設(shè)機(jī)構(gòu)。可持續(xù)發(fā)展的重點(diǎn)在于將傳統(tǒng)和過去尋找創(chuàng)造和創(chuàng)新的方法轉(zhuǎn)變?yōu)樾碌慕鉀Q問題的方式，新的制作工藝，新產(chǎn)品和服務(wù)。 Maintaining the status is less important than a vision of the future and the organization's destiny. 維持這種情形并不重要 ， 重要的對未來的展望和機(jī)構(gòu)的命運(yùn)。 We are used to dealing with certainty and predictabilit我們習(xí)慣了處理確定性和可預(yù)見性的問題。 We need to become accustomed to dealing with uncertainty and ambiguity. 我們必須習(xí)慣于去處理不確定性和模糊性問題。 The next challenges will be the ability of HR managers to adapt from muscular to mental work (Alexandria, 1997).    下一個挑戰(zhàn)將是人力資源管理人員的適應(yīng)能力即從體力勞動到腦力勞動的轉(zhuǎn)變（亞歷山大，1997年）。 沒有Repetitive physical labor that doesn't add value is increasingly being replaced by mental creativity. Routine and monotony are giving way to innovation and a break with tradition. In the past, people were considered to be merely workers, an old concept that associated people with things增加價值的重復(fù)體力勞動正被越來越多地腦力勞動所取代。常規(guī)和單調(diào)正在讓位于創(chuàng)新和打破傳統(tǒng)。在過去，人們都被認(rèn)為僅僅是工人，把人和事聯(lián)系在一起的舊概念。 Now people are considered purveyors of activities and knowledge whose most important contributions are their intelligence and individual talents.現(xiàn)在 ，人們被認(rèn)為是活動的傳播者和具有知識，其有那此具備最重要的貢獻(xiàn)自已的智慧和個人才能。We are used to dealing with physical, repetitive manual labor; we need to become accustomed to dealing with mental, creative, and innovative work. 我們已經(jīng)習(xí)慣于重復(fù)的體力勞動。我們需要習(xí)慣于處理思想性，創(chuàng)造性和創(chuàng)新性的工作。 What is more, another problem that may challenge HR managers in China is to organize employee to finish projects from solitary to collective activity (FangCai, 2005).    此外，另外一個問題 ，中國人力資源經(jīng)理者將要面臨組織員工從過去的單一勞動轉(zhuǎn)變?yōu)榧�體的共同勞動的挑戰(zhàn)(FangCai, 2005)。 With the rising difficulty of complex and technology, it is almost impossible for only one person to finish a project. 隨著困難提升得越來越復(fù)雜和有技術(shù)，僅由個人來完成的項(xiàng)目這幾乎是不可能。 Thus teamwork is supplanting individual activity. 因此 ，團(tuán)隊(duì)行為必然要取代個人行為。The old emphasis on individual efficiency (on which the total efficiency of the organization depended) is being replaced by group synergy. 對于舊的強(qiáng)調(diào)個體效率的（取決于該組織的總有效率之上）正在被集團(tuán)的協(xié)同合作所取代。It's a matter of multiplying efforts, rather than simply adding them. 這是一個成倍的成果而不是簡單地將它們加到一起的事情。 We are used to individualized, isolated work; we need to change to high-performance teamwork.我們習(xí)慣個人化的，孤立的工作，我們需要改變成為高效的合作團(tuán)隊(duì)。Thus the function of human resource managers is to offer the company the suitable person and coordinate the relationship among the team, especially in China, a country that highlights relationship and harmony very much. 因此 ， 人力資源管理的職能是努力為該公司提供合適的人選，并協(xié)調(diào)各團(tuán)隊(duì)小組之間的關(guān)系，特別是在中國，國家非常強(qiáng)調(diào)關(guān)系和諧。Conclusion 結(jié)論 This article first analyses the changed functions of human resource management nowadays.    本文首先分析了人力資源管理在現(xiàn)今的職能轉(zhuǎn)變。 In terms of the staff-company relations, a trend of closer and humane relationship between staff and companies emerges. The model of HR outsourcing is showing its strong competitiveness and may become one of the main way that HR management to use. 在人員與公司的雇傭關(guān)系方面，員工與公司之間呈現(xiàn)出更加密切和和詣關(guān)系的趨勢。人力資源的外包模式正顯示出其強(qiáng)大的競爭力 ， 并可能成為人力資源管理所使用的主要方式之一。 Secondly, this article states that China today still stays in the exploring stage of human resource management. 其次，這篇文章指出 ， 在中國人力資源管理的仍然停留在探索階段。未完成的The uncompleted HRM system building, the single form of recruitment, the growing interview technologies and the lack of long- term motivation in Chinese enterprises, all these facts shows that China has a long way to go in the development of HRM.人力資源管理體系建設(shè)，單一的招聘模式，正在不斷增長的面試技術(shù)和在華企業(yè)缺乏長期的激勵制度，所有這些事實(shí)表明 ，中國在人力資源管理的發(fā)展方面還有很長的路要走 。 Thirdly, Challenges for HRM managers in China are tough and numerous.第三，中國人力資源管理面臨的挑戰(zhàn)是嚴(yán)峻和難巨的。 Changes from the Industrial Age to the Information Age, stability to change, muscular to mental work lead the challenges for Chinese HRM managers. To sum up, it is a long way to go for the development of human resource management in China.從工業(yè)時代到信息時代的轉(zhuǎn)變，穩(wěn)定的變化，體力勞動到腦力勞動所帶來中國人力資源管理挑戰(zhàn)�？偠�言之，中國的人力資源還需要一條很長的路要走。
 
   
 
 The Development of Human Resource Management In China
 
 Introduction With the advent of the 21st century, Human Resource Management, as a relatively new management subject, is playing a more and more important role in today’s business activities. This report mainly discusses 3 questions about today’s human resource management. The first section discusses the changing function of human resource management in terms of 3 aspects which are staff-company relations, HR model development and HR strategies. The second section describes the exploring stage of HRM in China. System building, recruitment and motivation are the three aspects to support the opinion. The third section discusses the new challenges that HR managers in China may face. In this part, challenges from the changing business age, HR managers’ abilities to deal with uncertainty and ambiguity and solitary to collective activity are discussed. Question 1 Human resource management, as the quickly developing subject, without doubt, has changed a lot in its function in many fields. This section will mainly discuss the HRM’s change and expansion in the aspect of staff-company relations, HR model development and HR strategies as the following. In the aspect of the staff-company relations, the changing functions will be discussed from 3 aspects which are power factors, employees and motivational method. First, in terms of the power factors, 10 years ago the relationship between employees and the company was regarded as ‘Labor and Enterprise’ while nowadays more companies show understanding and respect for the human spirit. For example, Google China places a piano in the hall of the company and even set a kitchen and the washing machine for their employees (Jim Westcott, 2005). Second, in terms of the employees, employees are considered as thinking and rational beings around 10 years ago. The reason why they chose this company was the satisfactory salary. But today, staffs are considered as fully evolved, completely satisfied, mature human beings. Third, in the motivational methods aspect, the change is really huge. A decade ago, companies often drove employees through basic needs such as a big bonus. While the role seems to highlight people’s social and intellectual needs. In the aspect of HR model development, some human resource management functions have expanded during the past decade. One of the new products of human resource management is the HR outsourcing which support the core HR activities and business processes associated with HR administration. Outsourcing HR functions or processes is a viable decision for businesses, particularly those whose internal HR department has reached the limit of its effectiveness; businesses that want to access new programs or services (but don't want to incur the required investment), or those that want to focus on core competencies. The advantage of HR outsourcing is obvious: Obtaining access to (internally) unavailable expertise, skills, technologies; increased flexibility; reducing costs/reduce investment. This way has achieved great success in some countries, for example, Canada. Spending on HR outsourcing in Canada, is forecast to increase by more than 13%, on average, every year between 2005 and 2009 (Jim Westcott, 2005). The majority of HR strategies have been developed over the last decade. Twenty per cent of respondents indicate that an HR strategy has been in place at their institution for less than three years, 60% report that the HR strategy was developed in the past three to seven years and 20% indicate that the strategy is ten or more years old. These data reinforce the notion that HR management has taken on a much more strategic role within the past decade. The HR strategy in recruitment and retention can be discussed in long-term goals as well as shorter-term operational procedures. In terms of recruitment and retention some institutions are primarily concerned with short-term objectives. For example, one Canadian respondent stated that their HR strategy involves ‘a(chǎn)n annual recruitment and retention plan that governs academic staff hiring and retention for the following academic year’ (Ronold G Ehrenbdeg, 2005). Other responses highlight long-term objectives and broader issues relating to staff development and performance as well as policy and strategic planning for future institutional growth. For example, one Australian institution states that their HR strategy is concerned with ‘workforce planning, age profiling, attraction and retention issues, and reengineering the recruitment process’. The general focus of this strategy is on strategic planning for successive generations. Question 2 With China's entering the WTO, modern enterprise management concept has been gradually accepted by Chinese enterprises and, human resources management has been developed and promoted in the majority of enterprises. However, as a management skill that gets access to China less than 30 years and faced with the cultural conflict, HRM in China still stays in the exploring stage. In the aspect of system building, human resources management system in China is imperfect still. According to the recent report of HR in China, less than forty percent of the enterprises have established the business development strategy combining with human resources management system. Furthermore, only 12.9% of them can really implement this strategy. What is more, employees’ career development planning, staff representation system, and the staff Rationalized suggestion are the 3 strategies that are not completed enough. Only 9% of the researched enterprises establish and implement the employees’ career development planning (Zhao Yin, 2007). In terms of the recruitment, the forms of recruitment in Chinese enterprises are not diversified enough. Although the modern enterprises can recruit through more and more channels such as networks, an executive search firm, job fairs, campus recruitment, advertising media and so many ways that can provide companies with human resources information, the majority of the companies still choose form as job fairs. However, according to the ‘2007 Human Resource Report’, the percentage of the surveyed companies which have been tried to recruit through network was 35%, which was 12% higher than that of the year 2006. Secondly, the technologies during the recruitment that the companies use are still in a growing stage. Only half of the enterprises plan to use professional test tool to find suitable staff. Ways like knowledge test, psychological test and presentation are introduced in China recently and are welcomed. The motivation in China is at a developing stage. Most Chinese companies have motivation strategies. Quite a few of them prefer to choose short-term and direct motivating strategies like paying. At present, China has 70% of the enterprises in accordance with different types of personnel to set different pay scales (Zhao Yin, 2007). Paying is a common kind of economic motivation. Paying incentives for executives directly show in their steady growth of income - wages, which is very intuitive. However, with the raise of executives’ social status and overall ability, material and money are no longer the key point of motivation. Research from China Database, one of the most authority databases, show that 19.6% of the surveyed enterprises use virtual equity of the company as the long-term motivation methods and 18.9% of them use the form of giving share options as the long-term motivation, while 78.2% of the enterprises have not implemented the long-term motivation. As one of the ways to motivate staff, long-term also includes creating a platform for employees which may attract employees since they can exert their abilities fully. Question 3 As the functions of human resource have changed since the 21st century, challenges are coming to the human resource managers in China. For China is still in the exploring stage mentioned in question 2, the challenges should be more than those in developed human resource management countries. In the information era, the economic era and the knowledge, the challenges for Chinese HRM managers are mainly from these three fields. The first challenges for HRM is the changing role of organizations from the Industrial Age to the Information Age. Work performed in factories by machines is being replaced by work in offices or at computer terminals. And instead of working with things, people increasingly work with ideas and concepts. Information and knowledge have replaced manufacturing as the source of most new jobs. Thus, taking charge of thousands of workers in a factory is not the typical functions of modern human resource managers. Although the numbers of employees may decrease, but the extent of difficulty will not decrease since employees are more knowledgeable and informative.    Like the popular saying nowadays ’The only thing that doesn’t change is change’, with the development of the technologies, tools that human being use speed up the pace of people’s life. Thus the second challenge which may face the human resource manager is the abilities to deal with uncertainty and ambiguity. Static, permanent organizations designed for a stable and predictable world are giving way to flexible, adaptive organizations more suited for a new world of change and transformation. Emphasis on permanence, tradition and the past is giving way to creativity and innovation in the search for new solutions, new processes, and new products and services. Maintaining the status is less important than a vision of the future and the organization's destiny. We are used to dealing with certainty and predictability. We need to become accustomed to dealing with uncertainty and ambiguity. The next challenges will be the ability of HR managers to adapt from muscular to mental work (Alexandria, 1997). Repetitive physical labor that doesn't add value is increasingly being replaced by mental creativity. Routine and monotony are giving way to innovation and a break with tradition. In the past, people were considered to be merely workers, an old concept that associated people with things. Now people are considered purveyors of activities and knowledge whose most important contributions are their intelligence and individual talents. We are used to dealing with physical, repetitive manual labor; we need to become accustomed to dealing with mental, creative, and innovative work. What is more, another problem that may challenge HR managers in China is to organize employee to finish projects from solitary to collective activity (FangCai, 2005). With the rising difficulty of complex and technology, it is almost impossible for only one person to finish a project. Thus teamwork is supplanting individual activity. The old emphasis on individual efficiency (on which the total efficiency of the organization depended) is being replaced by group synergy. It's a matter of multiplying efforts, rather than simply adding them. We are used to individualized, isolated work; we need to change to high-performance teamwork. Thus the function of human resource managers is to offer the company the suitable person and coordinate the relationship among the team, especially in China, a country that highlights relationship and harmony very much. Conclusion This article first analyses the changed functions of human resource management nowadays. In terms of the staff-company relations, a trend of closer and humane relationship between staff and companies emerges. The model of HR outsourcing is showing its strong competitiveness and may become one of the main way that HR management to use. Secondly, this article states that China today still stays in the exploring stage of human resource management. The uncompleted HRM system building, the single form of recruitment, the growing interview technologies and the lack of long- term motivation in Chinese enterprises, all these facts shows that China has a long way to go in the development of HRM. Thirdly, Challenges for HRM managers in China are tough and numerous. Changes from the Industrial Age to the Information Age, stability to change, muscular to mental work lead the challenges for Chinese HRM managers. To sum up, it is a long way to go for the development of human resource management in China.

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