Study On The Adaptation Context Of Human Resource Configuration

Since the mid-1980s, research in the field of human resource management system has arapidly development. More and more scholars believe that the human resource managementsystem is a realistic source of sustainable competitive advantage. The experts generallybelieve that the different human resources systems and configurations suit for differentcharacteristics of the enterprise; to the same enterprise in different situations, human resourcemanagement configuration is not applied the same. However, the applicable situations whichbased on China’s human resource structure is not enough so far, therefore, human resourcemanagement of the company cannot adapt useful guidance. Based on this, the configurationapplies to the situation of human resources is studied. With the help of the configurationtheory, we can explore the core structural elements of the human resources practices, as wellas the various elements which combine into different human resource configuration, and thenseek for the situational factors which effect human resource structure. Through systematicanalysis of the human resources configuration and its applied situations in China, it can helpChinese enterprises to find human resource practices that promote business performance in acomplex operating environment, and thus enhance the competitiveness of enterprises.In this study, we designed the scale of human resources practice, organizational structureof the scale, the scale of the life cycle and organizational environment scale, which used theeffective sample of567enterprises. With the help of statistical tools like SPSS17.0, AMOS7.0,we can analyze the distribution, reliability and validity of the sample, and on this basis, wecan use the analysis of variance on the recovery of samples for statistical analysis to validatethe research framework and hypotheses of rationality. After the research, we can draw thefollowing conclusions:(1) investment in human resources configuration match theorganizational structure of three-dimensional;(2) Parents type, and investment in humanresources configuration suitable for the corporate life cycle stage;(3) the investment-oriented,hierarchical human resources configuration suitable for the two dimensions of theorganizational environment.Finally, according to the above empirical results in this study, we conducted a discussionof contrast vertical and horizontal analysis with practical experience and past academicresearch to identify innovative findings and conclusions, in order to explore the theory ofacademic and practical guidance significance in this study. Meanwhile, we point out the existinadequacies of this study and follow-up study prospects.