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论文编号：	6025
作者编号：	1120090735
上传时间：	2013/12/11 9:03:04
中文题目：	以组织内关系整合为导向的人力资源管理功能转型研究——基于理性系统与自然系统辨证融合的视角
英文题目：	Human Resource Management Function Transformation in the Orientation of the Integration of Relationships with the Organization based on the Perspective of the Dialectical Integration of Rational and Natural System
指导老师：	杨斌
中文关键字：	组织内关系，理性系统，自然系统，辨证融合，人力资源管理功能转型
英文关键字：	Relationships within the Organization, Rational Perspective, Natural Perspective, Dialectical Integration, Human Resource Management Function Transformation
中文摘要：	伴随着知识经济的深化，人力资源以其持续价值创造、稀缺性、难以模仿及组织化等特性，日益成为构成企业独特竞争优势的关键要素。因此，人力资源管理的功能与价值备受关注。企业迫切需要通过这一管理职能，将人员的潜在能力化为显在能力、保有能力化为发挥能力、个人能力融入组织能力，以求既能适应现实需要，又能不断开创未来。人力资源管理已从原初的人事管理发展至SHRM阶段。 但就HRM的理论与现实而言，其功能定位却经常处于矛盾困境之中。从响应企业战略要求的层面看，在一个动荡复杂的环境下，HRM要顺应战略要求及时做出反应，但是作为一种人员管理制度，HRM本身又必须具有稳定性，以构成企业与员工之间相互信任的纽带，因此面对变化与稳定的两难；从与业务活动匹配的层面看，尽管HRM活动主要涉及员工的“选育用留”问题，但是具体的人员管理职能往往分布在各个业务部门，因此HRM部门与业务部门常常就人员管理的权责界限问题产生矛盾；从员工激励的层面看，HRM遵循管理的逻辑，将外部压力层层传导给员工，并监督执行，由此涉及到的绩效考核与薪酬管理问题，难免造成员工的反弹与不满——为什么在HRM日益被提升到战略高度的今天，现实中的HRM功能又经常处于这样一种矛盾困境之中？ 本文认为，主流HRM体系的功能定位是遵循着传统企业观的内在要求而确立的。传统企业观将企业视为一个经济组织，强调绩效导向、效率逻辑，重视基于科学理性分析的业务流程和管理控制，以求实现经济效益最大化。在此之下，HRM的功能定位，主要在于促进经济目标的达成，从而将员工视为一种单纯的生产要素，由此形成了现今以工作分析为起点、以“人职匹配”为核心，以“选育用留”为主要流程，以提升企业绩效为目的的相对完整的职能化管理体系。 但是从理论和现实来看，企业都应是一个经济组织与社会组织的统合体。所谓组织，巴纳德认为，“组织是一个协调人们合作关系的系统”；而企业组织的存续，既需要具有“有效性”，实现共同目标，为此注重经济合理性，又需要兼顾“能率”，满足员工的动机与意愿，其中既包括经济方面的诉求，例如获得工作机会和劳动报酬，又有着大量社会性需求，例如归属感、同事友情和群体认同等等；而有效性和能率的达成又是依靠着大量组织内关系之间的协动而实现的。这些组织内关系既是多层次的，例如个人与个人、个人与集体的关系；也是多维度的，例如同事之间的关系、上下级关系；同时又充满矛盾对立，例如控制与平等，支持与服从，冲突与融合；这其中既包含经济利益，又具有社会联系，呈现出相当程度的复杂性。而员工就处在这些内部关系之中，并又构成新的关系；同时，这些关系之间的整合程度，也直接影响着企业组织能否成为一个功能整体，具有指向共同目标的整体竞争力。然而，主流HRM侧重于对员工完成工作的管理，并没有对如何整合组织内部关系，从而将人们组织起来形成合力的这一重要命题给予充分重视及做出完整回应。 由此，本文以企业是一个经济组织和社会组织的统合体为基本出发点；以对这种双重属性之间的关系矛盾为分析的切入点，通过理性系统和自然系统辨证融合的视角，对组织内关系进行对比分析与辨证融合，以建立HRM功能转型的理论依据；进而提出以组织内关系整合为导向HRM的管理原则及方法。 为此，本文首先借鉴组织理论的已有研究，将组织内关系分为组织目标（组织目标与个人目标的关系）、组织形态（群体成员的横向关系）、组织秩序（管理者与员工的纵向关系）三个方面。接着，通过理性系统和自然系统视角对这三方面进行了对比分析，以突出其间的矛盾冲突。例如，理性系统视角重视企业的经济性，强调目标的外向性、统一性，组织的正式结构、效率逻辑和基于权力结构的控制关系；自然系统视角重视企业的社会性，强调目标的内向性、复杂性，组织的非正式结构、情感逻辑和基于员工认同的管理关系。 进而，本文对这些组织内关系的不同侧面进行了辩证融合。例如，组织四重目标的相互作用；整体目标与个人目标的融合，正式与非正式组织的相互补充；抽象权威与具象权威的结合；权力驱动向责任驱动转型等整合途径。由此，建立起以组织内关系整合为导向HRM功能转型的理论基础。 在此基础上，本文借鉴HRM近年来的研究成果，提出以组织内关系整合为导向HRM功能转型的管理原则及方法。例如，为达成组织目标与个人目标的融合，首先需要在招聘时明确提出“人才价值主张”，强调价值取向一致；其次，提供“组织性质”的报酬，例如内部晋升、长期雇佣、利润分享，以增强员工对组织的身份认同和归属感。再比如，为促成“责任驱动型的组织”，倡导相互依存的上下级关系，确立“共同行为准则”，以强化内在纪律性；并去除官僚化，营造基于支持和信任的内部氛围；丰富沟通渠道，鼓励员工参与治理，等等。也就是说，相对传统HRM注重工作任务的完成，HRM功能转型强调工作本身的意义；相对传统HRM侧重效率逻辑，HRM功能转型兼顾情感逻辑；相对传统HRM重视人员管理，HRM功能转型强调组织内关系整合。 为验证以上理论在现实中的应用性，本文选择了以多案例分析作为实证研究方法。鉴于这一研究问题的系统性，作者对德胜洋楼、胖东来、苏州固锝等三家企业多次驻场调研，通过对公司创始人、高管班子、人力资源负责人的访谈，以理解其管理背后的动机与用意；通过内部信息搜集并辅以公开资料，以获悉其具体方法及细节；通过直接观察和员工访谈，以验证其管理有效性。这些中国领先企业，其HRM承担了更多基于组织整体的管理职能，兼顾企业组织的经济性和社会性，在验证理论的同时，亦呈现了实践的丰富性与创新性。 综上所述，本文对以组织内关系整合为导向HRM功能转型的探索，突破了传统HRM“选育用留”体系的局限，拓宽了这一管理职能在组织管理领域的实践空间，将HRM推向基于组织理论的研究高度，从而为SHRM领域的研究提供了一个全新方向，即HRM通过组织内关系整合产生指向企业目标的合力，而具有战略性；其次，本文采用辨证融合原则整合企业组织内部的固有矛盾，提出兼顾悖论的管理原则，从而为HRM的控制模式与承诺模式等不同管理模式之争提供了一种整合途径；再次，本文基于组织理论对HRM整体功能的探讨，将为高绩效工作系统、高参与工作系统等研究提供理论依据和分析空间；最后，本研究也希望藉此探索适合中国情境的HRM模式，以求对推动中国企业通过HRM功能转型构建独特竞争力提供启示。
英文摘要：	As the knowledge economy deepens, characterized by sustained value creation, scarcity, difficulty of imitating and organizational, human resource has increasingly become a key element of enterprises’ unique competitive advantages. However, for the moment, the positioning of HRM’s function is obscure. Firstly, HRM is faced with the dilemma of changes and stability. From the pespective of adapting to changes of strategies, HRM needs adjustment once the strategies vary. This may conflict with the inherent rigidity of personal system. Secondly, as for involved in strategy making, HRM can’t be responsible because it focuses neither on stategies nor on business. Besides, in terms of matching with business activities, as both functional and business departments are confronted with people management, debates arise about which is more important. Lastly, HRM may arouse employee’s rebound and unsatisfaction by exerting external pressure on them under the logic of management. Due to the above dilemmas, it’s hard for HRM to function. Therefore, to explore HRM’s function transformation is essential. This study indicates that the mainstream HRM system follows traditional enterprise value, which believes enterprise is an economic organization that is performance and efficiency oriented, that emphasizes scientific and rational analysis of the system, that regards the relationship of employee and enterprise contractual. In this way, the positioning of HRM’s function lies in promoting economic objectives and regarding employees as elements, resources and capital with an emphasis on efficiency. In practice, companies develop a relative complete management system that serves for strategy implementation. Starting from work analysis, the system matches people with work. Also it follows the process of choosing, training, utilizing and retaining. Whereas from a theoretical and realistic perspective, enterprise is a combination of economic and social organization. Within this group, employees require not only economic but also social satisfaction, e.g., salary, sense of belonging, internal promotion, friendship and recognition. Enterprise has become the foremost social place and platform for realizing ideals especially for today. Thereby, starting from the point that enterprise is a combination of economic and social organization, with the contradictory dual attributes as the entry point, this study provides theoretical foundation of HRM’s function transformation by comparing and critically blending relationships within the organization from an integration of rational and natural perspective. Afterwards, it puts forward principles and approaches of HRM that features relationship integration within the organization. At the beginning, based on previous researches about organization theory, relationships within the organization are divided into three aspects, i.e., organization objective, organization pattern and organization order. Then contrastive analyses are made about these three aspects from the rational and natural perspective to highlight contradictions. For instance, the rational perspective stresses on economic efficiency of enterprise, outwardness and uniformity of objective, formal structure, efficiency logic and controlling relationship based upon authority structure of the organization. The natural perspective, on the contrary, emphasizes sociality of enterprise, inwardness and complexity of objective, informal structure, emotional logic and relationship based on employee recognition of the organization. Then, this study analyzes these relationships within the organization dialectically, e.g., the interaction of four-fold objectives of organization, the integration of organizational and personal objectives, the complementation of formal and informal organization, the combination of abstract and figurative authority, the integrating approach of the transformation from rights drive to responsibility drive, nurturing harmonious internal environment to construct ethnic contract by mutual investment hypothesis and respect for people. Therefore the study has constructed theoretical foundation of function transformation of HRM which is relationship-integrating oriented. Based on recent researches on HRM, this study puts forward some management principles and approaches about HRM function transformation under the guidance of relationship integration within the organization. For instance, in order to combine organizational objectives and personal, companies should make clear that values be coherent when recruiting. Besides, it’s better for companies to offer organizational remuneration, such as internal promotion, long-term employment, profit sharing, so as to enhance employees’ sense of identity and belonging. As another example, companies can promote a responsibility-driven organization by advocating interdependent relationship between superior and subordinate and establishing common code of conduct to highlight discipline. Meanwhile, companies should get rid of bureaucratization, create a supporting and trusting internal environment, enrich communication channel and encourage staff to participate. In other words, HRM function transformation stresses on the significance of work itself rather than achievement of task, affective logic rather than efficiency logic, organizational management rather than people management which traditional HRM does. To testify the applicability of the above theories, this research carries out multi-case empirical study. Considering the systematicness of the issue, many site investigations towards Tecsun, Pang Dong Lai and Suzhou Good-Ark Electronics have been made. By interviews with founders, executives and HR managers of these companies, the author gets to know motivation and intention behind management practice. The effectiveness has been verified by direct observation and talks with employees. For these distinguished companies, HRM takes more responsibilities for management based on the whole organization. It also takes economic efficiency and sociality of the organization into account. The study presents the rich and innovative feature of practice while testing theories. In conclusion, this study explores HRM function transformation which follows relationship integration within the organization. It breaks limitations of traditional HRM system. It broadens the space HRM is applied in integrating relationships within the organization. HRM It provides a new direction for SHRM in that HRM can be strategic through organizational management. Secondly, by integrating contradictions within the organization dialectically and syncretically, it presents an integrating approach for the debates of diverse management patterns, control pattern and commitment pattern included. Besides, based on the discussion of HRM functions from the perspective of organization theory, this study offers theoretical foundation and possibility of analysis for high-performance work system and high-involvement work system. Lastly, by discussing sociality of enterprise with consideration of background of the times and China’s situation, this paper seeks to explore the HRM pattern suitable for China that can motivate Chinese enterprises to build unique competitiveness by way of HRM function transformation.
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