Value Orientation And Organization Of Private Enterprise Human Resource Management Competence Relations And Effectiveness

This study concerned with the different configurations of HR practices and attempted to clarify the relations between different kinds of HRM models (in terms of the value orientations of HRM function) and organizations' competences. We also made a study on different internal and external factors influencing the value orientations of HRM functions, such as organizations' strategies, external environment traits and developing stages.The whole research process included three stages. The first stage was based on the study of many literatures written by researchers from abroad and in China, and then brought a general model of human resource configurations and the factors influencing it. The second stage covered interview and case study. Through examining the key factors in different companies, the relationship among organizations' strategies, environmental factors and value orientations of human resource practices was found, which laid a foundation for subsequent empirical study. In the third stage, 134 employees from 48 different enterprises were surveyed through questionnaires in the five-point structured questionnaire.The study made these conclusions: (1) Using the CVF to analyzing the value orientations of HRM functions in China's civil enterprises, we found that there are four models of human resource configurations: open system model, human relation model, internal control model and rational model; (2) Organizations' strategies and external environment traits would influence the choice of the HRM value orientations; (3) There was a significant difference between an organization's strategy and it's human resource configuration when the organization was at different developing stage. (4) Different value orientations of HRM functions have significant influences on the different aspects of an organization's core competences.At last, the article provided several directions about the value orientations of human resource practices and the Multi-attribute utility analysis of human resource practices.