Research On Human Resource Management Mode Based On Jobs And Competences

With the advancement of global economic integration, the world has entered an era of know-based economy. Human has become the most valuable assets and contributes a lot to value creation. Under the background, the philosophy and mode of human resource management (HRM) has been undergoing a deep revolution.For a very long time, the practice of HRM centered on positions with selection, performance appraisal and compensation allocation all referring to job description. It worked well during the industrial revolution period. At present it still proves to be useful in some enterprises. But a new mode based on competence appears to challenge it and develops very fast in knowledge based enterprises. Nowadays, the management level of the enterprises in our country is relatively low. Most employees are seen as appurtenance and the management style is self-centered and irrational. Therefore, we can't abandon the job based mode. The advancement in research and practice provides us a chance to improve our management level and catch up with the developed countries. The paper proposes a mode based both on jobs and competences which is the main contribution.The structure of the paper is as follows. First, related researches are reviewed. Second, the new mode is proposed. Positions are the basic unit of HRM system. In the meantime, they are open-ended system of"input-process-output". Only when the input is qualified and the process is correctly controlled, can the output be satisfactory. People of proper competences are the qualified input and job description will guarantee the process. Competences and jobs are exactly the two foundations of the new mode. Thirdly, the paper explores how to apply the new mode to different parts of HRM practice.1. HR planningHR planning based on jobs and competences makes an inventory of both the number and competences of employees. 2. SelectionSelection based on jobs and competences requires match up both between person and their vocation and between person and the organization. When it comes to the contents tested, selection based on jobs and competences emphasize the assessment of differentiating competence.3. Performance managementPerformance management based on jobs and competences concentrate on promotion of employees'competence as well as achievement of the aim. Compared to traditional mode, it pays more attention to performance communication, help employees to improve the performance and formulate their career plan.4. Compensation managementCompanies pay to employees according to their contribution and value created. And the value depends on two factors: work contents and employees'competence. Compensation based on positions and competences reflects the two factors. In practice, broad-band salary is the most widespread.5. Training and developmentTraining and development based on jobs and competences regard training as a long-term project. It lays stress on comprehensive competences as well as skills required of single positions. It also attaches importance to developing employees'competences of future jobs.Then the paper points out the limitations of the new mode. It requires employees to possess knowledge and skills of relatively high level, which means higher labor cost. Companies must transfer the knowledge and skills to competitive advantage, or they will be a burden. Besides, application of the mode can only be successful in certain organizational environment. A company is selected as case study.In conclusion, the major argument and research results are summarized. The limitation of the research and future research direction are discussed.