Exploration of human resource management mode in Chinese university

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Exploration of human resource management mode in Chinese university

(Nazarenko I., Li Wei, Hou Anyu)

Introduction

The research on human resource management in Chinese universities has achieved many results, providing theoretical support for improving the management level. However, there are still many problems in human resource management in Chinese universities. In order to explore effective management models, many researchers have made contributions. In order to improve the level of human resource management in Chinese universities, this paper studies the human resource management mode of Chinese universities.

The main results of the research

In 1919, the institutional economist (John R. Com-mons) first used the term «human resources» in his book «Industrial Government», but he focused more on the role of government and institutions. Peter F. Drucker (Drucker), a famous contemporary administrator, noted in his book «Practice of Management» that «Compared with all other resources, the only difference is that it is human» and is a resource with «special assets» managers must consider. Drucker believes that human resources have other current resources nothing else is there, namely «coordination, integration, judgment and imagination» [1]. After Peter Druck proposed the concept of «human resources», White Buck (E. Wight Bakke) published in 1958 detailing the issues of managing human resources, he discussed the management of human resources as an ordinary function of management.

In the 1980s, Japan's economy developed rapidly and labor productivity surpassed that of the United States. American scholars began to study Japanese corporate management models and found that they value the impact of human resource management measures such as training, job security, and teamwork with high employee participation on organizational performance. Terpstra and Rozell (1993) assumed five «best» staffing practices and found that the use of these practices has a reconciled relationship with organizational performance. Pfeffer (1994) insisted that the more extensive 16 management practices, such as participation and authorization, incentive compensation, employment security, incentives and training, can lead to higher productivity and profitability of the organization. Similarly, Osterman (1994) believes that a large number of innovative work practices such as teamwork, job rotation, quality control circles, total quality management, etc. have led to the increase in productivity of all American organizations. In 1995, Huselid first proposed that there is an optimal human resource management model This model helps to maximize organizational performance. Huselid's hypothesis has attracted the attention of many human resource management scholars, and more and more scholars in the world have joined the research on the construction of «ideal model», which is also called high performance system. Scholars believe that advanced HR management (HR) practices, namely High- Performance Work Systems (HPWS), high engagement work practices, or high commitment HR practices, can help organizations achieve better results (Becker & Huselid, 2006; Messersmith, Patel, & Lepak, 2011).

The description of high-performance work systems has different priorities, some on «High Participation Management» (HIM) and others on «High Commitment Management» (HCM). The strategy requires management to give a degree of control to employees and introduce a series of incremental ways to improve employee benefits. These include the form of participation planning, team-based work, enhanced training and development, revenue sharing and high-wage incentives (Adler and Cole 1995; Appelbaum and Batt 1994; Milkman 1997). Liu Shanshi (2004) systematically introduced the main views of western scholars on the best human resource management mode, and summarized the two basic human resource management modes of commitment and control [2].

High performance work systems are often associated with employers providing a) opportunities for workers, b) enhanced training and development and c) incentives (Appelbaum et al., 2000; Bailey, 1993; Gerhart, 2007; Kalleberg, Marsden, Reynolds and Nock, 2006). Some scholars believe that advanced HR management (HR) practices, namely High Performance Work Systems (HPWS), high engagement work practices, or high commitment HR practices, can help organizations achieve better results (Becker & Huselid, 2006; Messersmith, Patel, & Lepak, 2011). Liu Jun et al. (2016) adopted grounded theoretical methods to construct the best human resource management practices in the financial industry: strict recruitment, internal career opportunities, systematic training, formal information sharing, shared compensation and result-oriented performance management [3]. Tian Lifa (2017) Recruitment, training, incentives, "recruitment and training" horizontal matching can promote the improvement of corporate performance by building a strong organizational atmosphere [4]. Sun Wanqin (2021) believes that high-performance work systems have a positive effect on organizational cultural convergence and cultural convergence [5].

Benign interactive human resource management model. Many researchers have done in-depth research in exploring the best human resource management model. In 1995, Huselid, Delanney, Wright and others emphasized that it is the overall human resource management system of the enterprise that can create a sustainable competitive advantage for the enterprise, not a single human resource management practice [6]. Internal fit is an important theory in the study of the best human resource management model, which emphasizes the horizontal matching between various human resource practice activities. Schuler believes that the various factors of human resource management practice activities must be coordinated and based on the same human resource management philosophy in order to improve the performance of individuals and organizations [7]. Mac Duffie believes that there is organizational logic within the organization, which makes the elements in the system tend to be consistent and achieve complementary effects [8]. From 1988 to 1989, Arthur conducted a survey of 30 small steel companies in the United States and used cluster analysis to divide these companies into two types: commitment and control [9]. The commitment type is to strengthen the emotional connection between employees and the organization to achieve the goal of employee autonomous behavior and the company's goals; while the control type requires employees to strictly abide by the organization's management system and rules, based on measurable products. Come out and reward employees. Delery and Doty summarized two human resource management modes: internal system and market-type system [10]. The internal development type treats employees from a long-term and nurturing perspective, and also expects employees to be loyal to the organization and make long-term contributions. This type of organization attaches great importance to the development of employees, and tends to prioritize the recruitment of employees through internal channels, and provide employees with extensive training. Employees participate in decision-making. The market-oriented type treats the employment relationship from a shortterm and transactional point of view, and the labor-management relationship is based on mutual use and each according to what is needed. Dyer divides the human resource management model into three categories: inducement, investment and participation [11]. Organizations that adopt a profit-making model have a centralized structure and a relatively stable production technology. It requires employees to have stable performance within the specified scope of work, and uses attractive tools as the main way to motivate employees. The relationship between the organization and its employees is an exchange of interests. Organizations that adopt the investment model value employee innovation, while production technology is generally more complex. Organizations and employees are based on long-term working relationships, focusing on employee training and motivation. Participatory model is characterized by organizational decision-making power, most employees can participate in decision-making, so the initiative and innovation requirements of employees are higher. human resource management

By comparing the main views of previous researchers, it can be seen that the commitment, internal development, investment and development human resource management models attach great importance to employees and organizations, and the benign interaction between employers and employees; and control, market-oriented. The model of human resource management and profit-oriented human resource management is concerned with the unilateral effect of the organization on the employees. Therefore, this study summarizes two types of human resource management models, one is a benign interaction type, and the other is a one-way effect type (table 1).

Organizations that adopt a benign interactive human resource management model value employee participation in organizational management, attach importance to employee potential development, are willing to maintain long-term employment relationships, and attach importance to motivating employees' intrinsic work motivation. However, organizations that adopt a one-way human resource management model mainly emphasize the control of employees, emphasize the exchange of benefits between each person, and do not pay attention to employee development, and employees seldom participate in organizational management.

Table 1.

Comparison of two basic human resource management models

As can be seen from table 1 above, compared with other human resource management modes, organizations with benign and interactive human resource management mode attach importance to employee participation in organizational management, the development of employee potential, are willing to maintain a long-term employment relationship, and pay attention to stimulating employees' internal work motivation.

Social exchange theory believes that personal exchange begins with one investment in the other and that people always tend to return for the benefits they receive (Blau, 1964). The benign and interactive human resource management model creates a mutually beneficial environment between organizations and employees. When employees perceive the favor of the enterprise, they will adopt various types of favorable feedback ways to exchange them, and ultimately improve organizational performance.Therefore, in order for an organization to improve work efficiency, it must pay great importance to maintaining good communication with organization members and ensure the exchange of interests, information, ideas and goals with organization members.

Solution to human resource management problems in Chinese universities. Knowledge-based faculty and staff are the most innovative human resources in colleges and universities, and they are the source and driving force for universities to realize innovation-driven development. Traditional Chinese personnel management still has some shortcomings in management concepts, systems, policies and functions. Under the innovation-driven development strategy, university human resource management concept should change from «matter- oriented» to «people-oriented», and strengthen teacher cultural identity; solve the contradiction between teacher professional development and school development goals; establish a

management mechanism and distribution mechanism to promote the development of scientific research team; conduct teacher vocational development management and improve the competitiveness of core innovative talents. Only by developing intellectual property human resources can we give full play to the innovative potential of human resources in colleges and universities [12].

The problems existing in the management of Chinese universities have their own profound historical reasons, including political system, social development, and historical and cultural reasons. There are also complex reasons for the problems of human capital resources management in Chinese universities. The concept of human resource management in colleges and universities lags behind, and the current advanced enterprise human resource management ideas have not been fully introduced. Most of the human resource management in colleges and universities still stays in the traditional personnel management work. The human resource management mechanism of colleges and universities is not perfect enough, and there is a standardized system in human resource training, stability, attraction and performance assessment, and no perfect human resource management mechanism has been formed tall. The discipline setting of the university lacks scientific and coherent. Some colleges and universities, despite their own actual conditions of running schools, seek perfection and blindly compare with each other, which is not conducive to the scientific management of human resources in colleges and universities. There are defects in the evaluation and incentive mechanism design of colleges and universities teachers, and the evaluation and incentive mechanism often can not produce due effects.

Due to the above historical and realistic reasons, Chinese universities have the problems of backward management concepts, weak management ability and low management efficiency, and the existing management methods and management concepts have been unable to meet the needs of the development of the times. In this context, there are also many specific problems that need to be solved in college human resources management. Table 2 is the analysis of problems in Chinese universities from the perspective of main activities of human resource management in China.

Table 2.

Problems existing in HRM activities in Chinese universities

In response to the above-mentioned problems in the human resource management activities of Chinese universities, this research proposes a solution to a benign interactive human resource management model. In the process of human resource planning, the university's human resource management should be strategically planned, and human resource planning should be carried out within the framework of the overall development of the school; the actual development of the school and the future development direction should be considered; the various elements of human resources should be planned as a whole to establish long-term stable human resources Resource management policies promote the long-term development of the school. In the recruitment and allocation process, colleges and universities should formulate strict recruitment procedures, pay attention to the personal characteristics and development potential of applicants [21], and attach importance to the degree of matching between applicants and positions, organizations and schools to maintain long-term employment relationships [22]. Attach importance to the internal training and selection of outstanding talents. In the training and development process, colleges and universities should pay attention to the long-term development of teachers; conduct systematic training for teachers. The training content not only involves professional skills, but also includes all aspects of teacher development. Training resources are not limited to schools. In the performance management link, colleges and universities should pay attention to the process and results of performance appraisal, and apply the results to incentive links such as salary. Performance appraisal should pay attention to the development of teachers. In the salary management link, universities should base on performance appraisal, attach importance to the fairness of appraisal, consider the actual needs of teachers, and give play to the incentive effect of salary management. In labor relations management, universities should give teachers a broad job definition, improve work autonomy, attach importance to teachers' participation in management and self-team management, and provide teachers with better job security and promote their participation in the work system [23].

Conclusions

Based on the research of the best human resource management model, this research proposes a benign interactive human resource management model. Organizations with a benign interactive human resource management model value employee participation in organizational management, attach importance to employee potential development, are willing to maintain long-term employment relationships, and attach importance to motivating employees' intrinsic work motivation. From this perspective, we propose a human resource management plan based on a benign interactive model for Chinese universities.

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