人力资源管理在中国的发展(一)

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人力资源管理在中国的发展(一)

摘   要

     随着二十一世纪的到来，人力资源管理作为一个相对较新的管理项目，在当今的商业中扮演着一个越来越重要的作用。This report mainly discusses 3 questions about today's human resource management.本报告主要就关于人力资源管理问题分三个部分进行了讨论。The first section discusses the changing function of human resource management in terms of 3 aspects which are staff-company relations, HR model development and HR strategies.第一部分讨论有关人力资源管理在三个方面的职能转变。即是工作人员与公司的雇佣关系，人力资源发展模式，和人力资源发展战略。The second section describes the exploring stage of HRM in Chin第二部分描述了在探索阶段的中国人力资源管理。System building, recruitment and motivation are the three aspects to support the opin系统的建设，招聘模式和激励制度是支持观点的三个方面。The third section discusses the new challenges that HR managers in China may face.第三部分讨论中国人力资源可能面临的新的挑战。In this part, challenges from the changing business age, HR managers' abilities to deal with uncertainty and ambiguity and solitary to collective activity are discussed.在这一部分将就由于商业时代的不断变化，人力资源管理对不确定性和模糊性以及对独立的集体活动的处理能力进行了讨论。
问题1 Human resource management, as the quickly developing subject, without doubt, has changed a lot in its function in many fields.    人力资源管理，作为迅速发展的项目，毫无疑问，它的功能在许多领域都发生了很多的改变。 This section will mainly discuss the HRM's change and expansion in the aspect of staff-company relations, HR model development and HR strategies as the following.本节将主要讨论人力资源管理在工作人员与公司的雇佣关系，人力资源发展模式，和人力资源发展战略方面的变化和发展进行讨论，如下

Key words: Development, Human Resource Managemen, staff-company relations，System building，recruitment and motivation，challenge，explore.
[关键词]：发展、人力资源管理，雇佣关系，系统建设，招聘和激励，挑战，探索.

人力资源管理在中国的发展
Introduction 导言 With the advent of the 21st century, Human Resource Management, as a relatively new management subject, is playing a more and more important role in today's business activities.    随着二十一世纪的到来，人力资源管理作为一个相对较新的管理项目，在当今的商业中扮演着一个越来越重要的作用。This report mainly discusses 3 questions about today's human resource management.本报告主要就关于人力资源管理问题分三个部分进行了讨论。The first section discusses the changing function of human resource management in terms of 3 aspects which are staff-company relations, HR model development and HR strategies.第一部分讨论有关人力资源管理在三个方面的职能转变。即是工作人员与公司的雇佣关系，人力资源发展模式，和人力资源发展战略。The second section describes the exploring stage of HRM in Chin第二部分描述了在探索阶段的中国人力资源管理。System building, recruitment and motivation are the three aspects to support the opin系统的建设，招聘模式和激励制度是支持观点的三个方面。The third section discusses the new challenges that HR managers in China may face.第三部分讨论中国人力资源可能面临的新的挑战。In this part, challenges from the changing business age, HR managers' abilities to deal with uncertainty and ambiguity and solitary to collective activity are discussed.在这一部分将就由于商业时代的不断变化，人力资源管理对不确定性和模糊性以及对独立的集体活动的处理能力进行了讨论。 Question 1 问题1 Human resource management, as the quickly developing subject, without doubt, has changed a lot in its function in many fields.    人力资源管理，作为迅速发展的项目，毫无疑问，它的功能在许多领域都发生了很多的改变。 This section will mainly discuss the HRM's change and expansion in the aspect of staff-company relations, HR model development and HR strategies as the following.本节将主要讨论人力资源管理在工作人员与公司的雇佣关系，人力资源发展模式，和人力资源发展战略方面的变化和发展进行讨论，如下： In the aspect of the staff-company relations, the changing functions will be discussed from 3 aspects which are power factors, employees and motivational method.    在工作人员与公司雇佣关系方面，将从以下三个方面讨论职能的转变。即实力的因素，员工因素和激励方法进行讨论。First, in terms of the power factors, 10 years ago the relationship between employees and the company was regarded as 'Labor and Enterprise' while nowadays more companies show understanding and respect for the human spiri首先，实力的因素方面，10年前雇员与公司的关系而言，被视为'劳工与企业'，而现在越来越多的企业表现出对人的精神的理解和尊重。 For example, Google China places a piano in the hall of the company and even set a kitchen and the washing machine for their employees (Jim Westcott, 2005). 例如，中国谷歌在分公司大厅放置了一架钢琴，而且甚至还为他们的雇员安置了厨房和洗衣机（吉姆韦斯科特，2005年）。 Second, in terms of the employees, employees are considered as thinking and rational beings around 10 years ago.第二，在员工方面，10年前员工被视为是理性思考和解决问题的人。 The reason why they chose this company was the satisfactory salary.他们之所以选择这个公司是因为公司为他们提供了满意的薪水。 But today, staffs are considered as fully evolved, completely satisfied, mature human being但今天，员工被视为是要求拥有充分的发展空间，全方位的满意不单单是薪水且成熟的人。 Third, in the motivational methods aspect, the change is really huge.第三，在激励方法方面，变化真正的是非常巨大的。 A decade ago, companies often drove employees through basic needs such as a big bonus. 十年前，企业经常通过提供给员工基本的需要作为给员工的奖赏。 While the role seems to highlight people's social and intellectual needs.这种方法似乎去突出了人们的社会和智力需求。 In the aspect of HR model development, some human resource management functions have expanded during the past decade.    在人力资源管理发展模式的方面，在过去的10年一些人力资源管理职能被扩大了。 One of the new products of human resource management is the HR outsourcing which support the core HR activities and business processes associated with HR administration. Outsourcing HR functions or processes is a viable decision for businesses, particularly those whose internal HR department has reached the limit of its effectiveness; businesses that want to access new programs or services (but don't want to incur the required investment), or those that want to focus on core competencies. 其中作为人力资源管理的新的产物之一是人力资源外包，在人力资源管理中支持了核心的人力资源活动和业务流程结合。外包人力资源的职能或业务流程是对商务的一种可行决定，尤其是那些其内部人事部门已经达到了其效力限制。;企业想要获得新的项目或服务（但是不要想要招致必需的投资），或者那些希望专注于核心竞争力的企业。 The advantage of HR outsourcing is obvious: Obtaining access to (internally) unavailable expertise, skills, technologies; increased flexibility; reducing costs/reduce investment. This way has achieved great success in some countries, for example, Canada.他们在人力资源外包上获得的好处是显而易见的：获取访问（国内）难以得到的专业知识，技能，技术，增加灵活性，降低了成本/降低投资。这种方法已在一些国家取得了巨大成功，例如，加拿大。 Spending on HR outsourcing in Canada, is forecast to increase by more than 13%, on average, every year between 2005 and 2009 (Jim Westcott, 2005).加拿大在人力资源外包开支上预测平均每年将增加13％以上，在2005年至2009年之间。（吉姆韦斯科特，2005年）。 The majority of HR strategies have been developed over the last decade. Twenty per cent of respondents indicate that an HR strategy has been in place at their institution for less than three years, 60% report that the HR strategy was developed in the past three to seven years and 20% indicate that the strategy is ten or more years old.    在过去的10年大多数人力资源战略已经得到了发展。百分之二十的受访者指出人力资源策略在他们的企业中实施时间不足三年，百分之六十的报告指出在过去的3至7年间人力资源开发战略一直在发展，并且20％的报告表明这一战略是在10年甚至以上。 These data reinforce the notion that HR management has taken on a much more strategic role within the past decad这些数据加强了人力资源管理在过去十年间战略性作用的概念。 The HR strategy in recruitment and retention can be discussed in long-term goals as well as shorter-term operational procedures.人力资源战略讨论了人员招聘和保留的长期目标和短期的运作程序。 In terms of recruitment and retention some institutions are primarily concerned with short-term objectives.一些机构主要关注人员征聘和保留的短期目标。 For example, one Canadian respondent stated that their HR strategy involves 'an annual recruitment and retention plan that governs academic staff hiring and retention for the following academic year' (Ronold G Ehrenbdeg, 2005). Other responses highlight long-term objectives and broader issues relating to staff development and performance as well as policy and strategic planning for future institutional growth. 例如，一个加拿大的受访者说，他们的人力资源战略涉及'一个年度招聘和挽留计划即执政学术人员招聘和留用下一学术年'（Ronold G Ehrenbdeg, 2005）。其它的受访者反应突出的长远目标和更广泛的问题是关于职员的发展以及政策和战略对未来体制和业绩发展的规划。 For example, one Australian institution states that their HR strategy is concerned with 'workforce planning, age profiling, attraction and retention issues, and reengineering the recruitment process'.例如，一个澳大利亚的机构指出，他们的人力资源战略是关于'人力规划，年龄结构，人才的吸引和保留，并重新制定招聘流程'。 The general focus of this strategy is on strategic planning for successive generations. 这一战略的重点就是连续几代的战略规划。
Question 2 问题2 With China's entering the WTO, modern enterprise management concept has been gradually accepted by Chinese enterprises and, human resources management has been developed and promoted in the majority of enterprises. However, as a management skill that gets access to China less than 30 years and faced with the cultural conflict, HRM in China still stays in the exploring stage.    随着中国加入世贸组织，现代企业管理理念已逐渐被中国企业接受了，在大多数企业中人力资源管理已经得到了发展和推广。然而，作为一种管理技能进入中国不足30年，而且面临与文化冲突，在中国人力资源管理仍然停留在探索阶段。 In the aspect of system building, human resources management system in China is imperfect still.    在制度建设方面，中国的人力资源管理制度依然是不完善的。 According to the recent report of HR in China, less than forty percent of the enterprises have established the business development strategy combining with human resources management system. 根据中国最近人力资源的报告，不足百分之四十的企业建立了企业发展战略与人力资源管理相结合的制度。 Furthermore, only 12.9% of them can really implement this strategy. What is more, employees' career development planning, staff representation system, and the staff Rationalized suggestion are the 3 strategies that are not completed enough.此外，其中只有12.9％的能真正实施这一战略。更有甚者，职员的职业发展规划，职员代表制，员工的合理化建议三个战略都没有充分的完成。 Only 9% of the researched enterprises establish and implement the employees' career development planning (Zhao Yin, 2007). 只有9％的被调查的企业建立并且落实了员工的职业发展规划（赵尹，2007年）。 In terms of the recruitment, the forms of recruitment in Chinese enterprises are not diversified enough.    在聘用方面，在我国企业招聘的形式和层次不够丰富（多样化）的。 Although the modern enterprises can recruit through more and more channels such as networks, an executive search firm, job fairs, campus recruitment, advertising media and so many ways that can provide companies with human resources information, the majority of the companies still choose form as job fairs. 虽然现代企业可以通过多种渠道诸如网络，猎头公司，招聘会，校园招聘，广告媒体等多种方式来进行招聘。而且越来越多的渠道可以提供企业人力资源信息，但大多数的公司仍然选择招聘会形式。 However, according to the '2007 Human Resource Report', the percentage of the surveyed companies which have been tried to recruit through network was 35%, which was 12% higher than that of the year 2006. 然而，根据2007年的人力资源报告，调查的公司通过网络招聘的比例为35％，这比2006年的比例高了12％以上。 Secondly, the technologies during the recruitment that the companies use are still in a growing stage. 其次，公司使用的招聘技术仍然处于发展阶段。 Only half of the enterprises plan to use professional test tool to find suitable staff.仅有一半的企业计划使用专业的测试工具来找到合适的工作人员。例如例如例如知识测试，心理测试和演示的方式等被引进到中国并且受到热烈欢迎。 The motivation in China is at a developing stage.    中国企业的激励机制还处于发展阶段。 Most Chinese companies have motivation strategies.大多数中国公司都有激励策略。 Quite a few of them prefer to choose short-term and direct motivating strategies like paying. 很少数的企业宁意选择短期和直接的激励方法例如给钱。 At present, China has 70% of the enterprises in accordance with different types of personnel to set different pay scales (Zhao Yin, 2007). 目前，中国有百分之七十的企业依照不同种的员工与设置不同等级的薪水（赵尹，2007年）。 Paying is a common kind of economic motivation. 给钱是一种最通秀的经济激励方式。 Paying incentives for executives directly show in their steady growth of income - wages, which is very intuitive.支付管理人员奖励直接显示在他们的收入稳步增长-工资，这是非常直观。 However, with the raise of executives' social status and overall ability, material and money are no longer the key point of motivation. 然而，随着管理人员的社会地位和整体能力的提高，物力和财力不再是提高积极性的关键点。 Research from China Database, one of the most authority databases, show that 19.6% of the surveyed enterprises use virtual equity of the company as the long-term motivation methods and 18.9% of them use the form of giving share options as the long-term motivation, while 78.2% of the enterprises have not implemented the long-term motivation. 来自中国的一家最权威的数据显示，19.6％的受访企业用企业的虚拟股权作为长期激励的方法，其中18.9％的企业给予员工购股权作为对员工的长期激励制度，而78.2％的企业还没有实施长期激励。 As one of the ways to motivate staff, long-term also includes creating a platform for employees which may attract employees since they can exert their abilities fully作为长期激励员工的方法，还包括为员工创造一个有可能吸引雇员的平台因为他们可以充分发挥自己的能力。 Question 3 问题3 As the functions of human resource have changed since the 21st century, challenges are coming to the human resource managers in China.    二十一世纪以来人力资源的职能已经发生了改变，这也是中国的人力资源管理人员将要面临挑战。 For China is still in the exploring stage mentioned in question 2, the challenges should be more than those in developed human resource management countries. In the information era, the economic era and the knowledge, the challenges for Chinese HRM managers are mainly from these three fields. 对于中国来说如上问题2所述的还正处于探索阶段，面临的挑战要比那些较发达的人力资源管理国家更大。在信息领域、经济领域和知识领域,中国人力资源管理的挑战主要来自此三个领域。 The first challenges for HRM is the changing role of organizations from the Industrial Age to the Information Age.    对人力资源管理的第一个挑战是从工业时代到信息时代人力资源管理角色的转变。在Work performed in factories by machines is being replaced by work in offices or at computer terminals. And instead of working with things, people increasingly work with ideas and concepts.工厂内由机器完成的工作正在被在办公室工作或在电脑终端下完成取代。工作方式的更改使得人们对工作产生了越来越多的新想法和新概念。 Information and knowledge have replaced manufacturing as the source of most new jobs. 信息和知识作为新的就业机会的来源已经取代了大部分制造业。 Thus, taking charge of thousands of workers in a factory is not the typical functions of modern human resource managers. 因此，数以千计的在工厂的工人正在发生着改变将不再符合传统人力资源管理的模式。 Although the numbers of employees may decrease, but the extent of difficulty will not decrease since employees are more knowledgeable and informative. 尽管员工的人数也许会有所减少，但人力资源管理的困难程度是不会降低，因为员工有更丰富的知识和信息。 Like the popular saying nowadays 'The only thing that doesn't change is change', with the development of the technologies, tools that human being use speed up the pace of people's life.    就像现在流行的一种说法'任何事情都在悄无声息的变化着'，随着技术，人类用于它们使得自己的生活节奏变得越来越快的工具的发展。 Thus the second challenge which may face the human resource manager is the abilities to deal with uncertainty and ambiguity.这样，人力资源管理可能面临的第二个挑战的是处理不确定性和含糊不清事态的能力。 Static, permanent organizations designed for a stable and predictable world are giving way to flexible, adaptive organizations more suited for a new world of change and transformation. Emphasis on permanence, tradition and the past is giving way to creativity and innovation in the search for new solutions, new processes, and new products and services.静态的、稳定的常设组织和可预测的世界现正在转变为一个灵活的更适应新世界改变和转变的常设机构。可持续发展的重点在于将传统和过去寻找创造和创新的方法转变为新的解决问题的方式，新的制作工艺，新产品和服务。 Maintaining the status is less important than a vision of the future and the organization's destiny. 维持这种情形并不重要，重要的对未来的展望和机构的命运。 We are used to dealing with certainty and predictabilit我们习惯了处理确定性和可预见性的问题。 We need to become accustomed to dealing with uncertainty and ambiguity. 我们必须习惯于去处理不确定性和模糊性问题。 The next challenges will be the ability of HR managers to adapt from muscular to mental work (Alexandria, 1997).    下一个挑战将是人力资源管理人员的适应能力即从体力劳动到脑力劳动的转变（亚历山大，1997年）。没有Repetitive physical labor that doesn't add value is increasingly being replaced by mental creativity. Routine and monotony are giving way to innovation and a break with tradition. In the past, people were considered to be merely workers, an old concept that associated people with things增加价值的重复体力劳动正被越来越多地脑力劳动所取代。常规和单调正在让位于创新和打破传统。在过去，人们都被认为仅仅是工人，把人和事联系在一起的旧概念。 Now people are considered purveyors of activities and knowledge whose most important contributions are their intelligence and individual talents.现在，人们被认为是活动的传播者和具有知识，其有那此具备最重要的贡献自已的智慧和个人才能。We are used to dealing with physical, repetitive manual labor; we need to become accustomed to dealing with mental, creative, and innovative work. 我们已经习惯于重复的体力劳动。我们需要习惯于处理思想性，创造性和创新性的工作。 What is more, another problem that may challenge HR managers in China is to organize employee to finish projects from solitary to collective activity (FangCai, 2005).    此外，另外一个问题，中国人力资源经理者将要面临组织员工从过去的单一劳动转变为集体的共同劳动的挑战(FangCai, 2005)。 With the rising difficulty of complex and technology, it is almost impossible for only one person to finish a project. 随着困难提升得越来越复杂和有技术，仅由个人来完成的项目这几乎是不可能。 Thus teamwork is supplanting individual activity. 因此，团队行为必然要取代个人行为。The old emphasis on individual efficiency (on which the total efficiency of the organization depended) is being replaced by group synergy. 对于旧的强调个体效率的（取决于该组织的总有效率之上）正在被集团的协同合作所取代。It's a matter of multiplying efforts, rather than simply adding them. 这是一个成倍的成果而不是简单地将它们加到一起的事情。 We are used to individualized, isolated work; we need to change to high-performance teamwork.我们习惯个人化的，孤立的工作，我们需要改变成为高效的合作团队。Thus the function of human resource managers is to offer the company the suitable person and coordinate the relationship among the team, especially in China, a country that highlights relationship and harmony very much. 因此，人力资源管理的职能是努力为该公司提供合适的人选，并协调各团队小组之间的关系，特别是在中国，国家非常强调关系和谐。Conclusion 结论 This article first analyses the changed functions of human resource management nowadays.    本文首先分析了人力资源管理在现今的职能转变。 In terms of the staff-company relations, a trend of closer and humane relationship between staff and companies emerges. The model of HR outsourcing is showing its strong competitiveness and may become one of the main way that HR management to use. 在人员与公司的雇佣关系方面，员工与公司之间呈现出更加密切和和诣关系的趋势。人力资源的外包模式正显示出其强大的竞争力，并可能成为人力资源管理所使用的主要方式之一。 Secondly, this article states that China today still stays in the exploring stage of human resource management. 其次，这篇文章指出，在中国人力资源管理的仍然停留在探索阶段。未完成的The uncompleted HRM system building, the single form of recruitment, the growing interview technologies and the lack of long- term motivation in Chinese enterprises, all these facts shows that China has a long way to go in the development of HRM.人力资源管理体系建设，单一的招聘模式，正在不断增长的面试技术和在华企业缺乏长期的激励制度，所有这些事实表明，中国在人力资源管理的发展方面还有很长的路要走。 Thirdly, Challenges for HRM managers in China are tough and numerous.第三，中国人力资源管理面临的挑战是严峻和难巨的。 Changes from the Industrial Age to the Information Age, stability to change, muscular to mental work lead the challenges for Chinese HRM managers. To sum up, it is a long way to go for the development of human resource management in China.从工业时代到信息时代的转变，稳定的变化，体力劳动到脑力劳动所带来中国人力资源管理挑战。总而言之，中国的人力资源还需要一条很长的路要走。

The Development of Human Resource Management In China

Introduction With the advent of the 21st century, Human Resource Management, as a relatively new management subject, is playing a more and more important role in today’s business activities. This report mainly discusses 3 questions about today’s human resource management. The first section discusses the changing function of human resource management in terms of 3 aspects which are staff-company relations, HR model development and HR strategies. The second section describes the exploring stage of HRM in China. System building, recruitment and motivation are the three aspects to support the opinion. The third section discusses the new challenges that HR managers in China may face. In this part, challenges from the changing business age, HR managers’ abilities to deal with uncertainty and ambiguity and solitary to collective activity are discussed. Question 1 Human resource management, as the quickly developing subject, without doubt, has changed a lot in its function in many fields. This section will mainly discuss the HRM’s change and expansion in the aspect of staff-company relations, HR model development and HR strategies as the following. In the aspect of the staff-company relations, the changing functions will be discussed from 3 aspects which are power factors, employees and motivational method. First, in terms of the power factors, 10 years ago the relationship between employees and the company was regarded as ‘Labor and Enterprise’ while nowadays more companies show understanding and respect for the human spirit. For example, Google China places a piano in the hall of the company and even set a kitchen and the washing machine for their employees (Jim Westcott, 2005). Second, in terms of the employees, employees are considered as thinking and rational beings around 10 years ago. The reason why they chose this company was the satisfactory salary. But today, staffs are considered as fully evolved, completely satisfied, mature human beings. Third, in the motivational methods aspect, the change is really huge. A decade ago, companies often drove employees through basic needs such as a big bonus. While the role seems to highlight people’s social and intellectual needs. In the aspect of HR model development, some human resource management functions have expanded during the past decade. One of the new products of human resource management is the HR outsourcing which support the core HR activities and business processes associated with HR administration. Outsourcing HR functions or processes is a viable decision for businesses, particularly those whose internal HR department has reached the limit of its effectiveness; businesses that want to access new programs or services (but don't want to incur the required investment), or those that want to focus on core competencies. The advantage of HR outsourcing is obvious: Obtaining access to (internally) unavailable expertise, skills, technologies; increased flexibility; reducing costs/reduce investment. This way has achieved great success in some countries, for example, Canada. Spending on HR outsourcing in Canada, is forecast to increase by more than 13%, on average, every year between 2005 and 2009 (Jim Westcott, 2005). The majority of HR strategies have been developed over the last decade. Twenty per cent of respondents indicate that an HR strategy has been in place at their institution for less than three years, 60% report that the HR strategy was developed in the past three to seven years and 20% indicate that the strategy is ten or more years old. These data reinforce the notion that HR management has taken on a much more strategic role within the past decade. The HR strategy in recruitment and retention can be discussed in long-term goals as well as shorter-term operational procedures. In terms of recruitment and retention some institutions are primarily concerned with short-term objectives. For example, one Canadian respondent stated that their HR strategy involves ‘an annual recruitment and retention plan that governs academic staff hiring and retention for the following academic year’ (Ronold G Ehrenbdeg, 2005). Other responses highlight long-term objectives and broader issues relating to staff development and performance as well as policy and strategic planning for future institutional growth. For example, one Australian institution states that their HR strategy is concerned with ‘workforce planning, age profiling, attraction and retention issues, and reengineering the recruitment process’. The general focus of this strategy is on strategic planning for successive generations. Question 2 With China's entering the WTO, modern enterprise management concept has been gradually accepted by Chinese enterprises and, human resources management has been developed and promoted in the majority of enterprises. However, as a management skill that gets access to China less than 30 years and faced with the cultural conflict, HRM in China still stays in the exploring stage. In the aspect of system building, human resources management system in China is imperfect still. According to the recent report of HR in China, less than forty percent of the enterprises have established the business development strategy combining with human resources management system. Furthermore, only 12.9% of them can really implement this strategy. What is more, employees’ career development planning, staff representation system, and the staff Rationalized suggestion are the 3 strategies that are not completed enough. Only 9% of the researched enterprises establish and implement the employees’ career development planning (Zhao Yin, 2007). In terms of the recruitment, the forms of recruitment in Chinese enterprises are not diversified enough. Although the modern enterprises can recruit through more and more channels such as networks, an executive search firm, job fairs, campus recruitment, advertising media and so many ways that can provide companies with human resources information, the majority of the companies still choose form as job fairs. However, according to the ‘2007 Human Resource Report’, the percentage of the surveyed companies which have been tried to recruit through network was 35%, which was 12% higher than that of the year 2006. Secondly, the technologies during the recruitment that the companies use are still in a growing stage. Only half of the enterprises plan to use professional test tool to find suitable staff. Ways like knowledge test, psychological test and presentation are introduced in China recently and are welcomed. The motivation in China is at a developing stage. Most Chinese companies have motivation strategies. Quite a few of them prefer to choose short-term and direct motivating strategies like paying. At present, China has 70% of the enterprises in accordance with different types of personnel to set different pay scales (Zhao Yin, 2007). Paying is a common kind of economic motivation. Paying incentives for executives directly show in their steady growth of income - wages, which is very intuitive. However, with the raise of executives’ social status and overall ability, material and money are no longer the key point of motivation. Research from China Database, one of the most authority databases, show that 19.6% of the surveyed enterprises use virtual equity of the company as the long-term motivation methods and 18.9% of them use the form of giving share options as the long-term motivation, while 78.2% of the enterprises have not implemented the long-term motivation. As one of the ways to motivate staff, long-term also includes creating a platform for employees which may attract employees since they can exert their abilities fully. Question 3 As the functions of human resource have changed since the 21st century, challenges are coming to the human resource managers in China. For China is still in the exploring stage mentioned in question 2, the challenges should be more than those in developed human resource management countries. In the information era, the economic era and the knowledge, the challenges for Chinese HRM managers are mainly from these three fields. The first challenges for HRM is the changing role of organizations from the Industrial Age to the Information Age. Work performed in factories by machines is being replaced by work in offices or at computer terminals. And instead of working with things, people increasingly work with ideas and concepts. Information and knowledge have replaced manufacturing as the source of most new jobs. Thus, taking charge of thousands of workers in a factory is not the typical functions of modern human resource managers. Although the numbers of employees may decrease, but the extent of difficulty will not decrease since employees are more knowledgeable and informative. Like the popular saying nowadays ’The only thing that doesn’t change is change’, with the development of the technologies, tools that human being use speed up the pace of people’s life. Thus the second challenge which may face the human resource manager is the abilities to deal with uncertainty and ambiguity. Static, permanent organizations designed for a stable and predictable world are giving way to flexible, adaptive organizations more suited for a new world of change and transformation. Emphasis on permanence, tradition and the past is giving way to creativity and innovation in the search for new solutions, new processes, and new products and services. Maintaining the status is less important than a vision of the future and the organization's destiny. We are used to dealing with certainty and predictability. We need to become accustomed to dealing with uncertainty and ambiguity. The next challenges will be the ability of HR managers to adapt from muscular to mental work (Alexandria, 1997). Repetitive physical labor that doesn't add value is increasingly being replaced by mental creativity. Routine and monotony are giving way to innovation and a break with tradition. In the past, people were considered to be merely workers, an old concept that associated people with things. Now people are considered purveyors of activities and knowledge whose most important contributions are their intelligence and individual talents. We are used to dealing with physical, repetitive manual labor; we need to become accustomed to dealing with mental, creative, and innovative work. What is more, another problem that may challenge HR managers in China is to organize employee to finish projects from solitary to collective activity (FangCai, 2005). With the rising difficulty of complex and technology, it is almost impossible for only one person to finish a project. Thus teamwork is supplanting individual activity. The old emphasis on individual efficiency (on which the total efficiency of the organization depended) is being replaced by group synergy. It's a matter of multiplying efforts, rather than simply adding them. We are used to individualized, isolated work; we need to change to high-performance teamwork. Thus the function of human resource managers is to offer the company the suitable person and coordinate the relationship among the team, especially in China, a country that highlights relationship and harmony very much. Conclusion This article first analyses the changed functions of human resource management nowadays. In terms of the staff-company relations, a trend of closer and humane relationship between staff and companies emerges. The model of HR outsourcing is showing its strong competitiveness and may become one of the main way that HR management to use. Secondly, this article states that China today still stays in the exploring stage of human resource management. The uncompleted HRM system building, the single form of recruitment, the growing interview technologies and the lack of long- term motivation in Chinese enterprises, all these facts shows that China has a long way to go in the development of HRM. Thirdly, Challenges for HRM managers in China are tough and numerous. Changes from the Industrial Age to the Information Age, stability to change, muscular to mental work lead the challenges for Chinese HRM managers. To sum up, it is a long way to go for the development of human resource management in China.

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