Many old employees of the former state-owned enterprises could not adapt to the strict human resources management model of private enterprises that did not emphasize qualifications and performance, an

Many old employees of the former state-owned enterprises could not adapt to the strict human resources management model of private enterprises that did not emphasize qualifications and performance, and they had conflicts with the management. This ultimately made it difficult for the enterprise to integrate properly after the merger, leading to the failure of the merger. Therefore, human resource management needs to be carried out on the basis of a certain corporate culture and be subject to the soft environment of corporate culture to make human resource management more efficient. As a part of enterprise management, human resources are managed through or using corporate culture. It is an inevitable requirement for the development of human resources management to this day. It is also the highest management realm pursued by enterprise management. Calling corporate culture the "essence of management" is Not without reason. 3. The human resources management system is a means of improving corporate culture

The implementation of corporate culture is the central link of corporate culture. Although any company has its own culture, these cultures However, it may not necessarily be implemented, perfected, and effectively motivated to benefit the continuous improvement of business performance. For example, many companies refine their corporate culture into slogans and slogans of "unity, enterprising, hard work, and pioneering", but companies The values ????and behaviors of employees are very different from that culture. The reason is that these cultures only remain in the ideas of a few managers, and employees do not fully recognize them.

Corporate culture is conveyed to employees in many forms. The most commonly used ones are stories, role models, rituals, material symbols, language, etc. However, these forms are only superficial in terms of employees’ understanding and recognition of corporate culture. , indirect, and not actually connected with the employees themselves. Human resource management is based on people-centered management. Its measures and methods are purposefully targeted at employees, that is, they are closely related to employees and have certain compulsions. Then, if the core values ??of the abstract corporate culture are integrated into human resources Resource management activities and practices, such as integrating corporate culture into employee performance appraisals, employees will be influenced by the corporate culture day after day and respond to it. In this way, employees who do not agree with the corporate culture will constantly revise their original The values ??and way of thinking make oneself a member of the corporate culture. Employees who identify with the corporate culture will strengthen their sense of identity. It can be seen that the human resources management system is one of the important means to promote and improve corporate culture.

4. The two are a mutually reinforcing management activity relationship

From the above description of the relationship between corporate culture and human resources management, it is not difficult to see that corporate culture applies to management and human resources There is a mutually reinforcing management activity relationship between resource management systems. Both emphasize people-oriented and use people as the core of management. Therefore, people (employees) are the connection point and the link between the two, that is, people (employees) connect the two. Corporate culture mainly inspires employees through the shaping of values ??so that employees have the same value standard way of thinking; human resource management mainly affects employees through specific measures and methods. When these measures and methods are in line with the values ??and ways of thinking formed by employees based on corporate culture, they will be effective and easy to implement, thereby effectively promoting the company's human resource management and corporate development. On the contrary, they will be opposed by employees and the effect will be poor. It will be greatly reduced. Similarly, when the values ??of corporate culture are integrated into the specific measures and methods of human resources management, they will react and blend with employees' own values, thereby consolidating and strengthening the original corporate culture and improving the new corporate culture. Once the corporate culture When the company is internalized in employees and the company is in a stable environment, human resource management should be guided by corporate culture. Therefore, the two are connected through employees and promote each other. Since it is generally believed that enterprises have corporate culture and pursue stable development based on corporate cultural concepts, corporate management more often emphasizes the role of corporate culture in promoting human resource management. This means that human resource management should make full use of corporate culture and combine it with corporate culture to facilitate the improvement of management efficiency and capabilities, to help the gathering and development of outstanding talents, and to achieve sustainable and stable development of the enterprise.

Three Possible Problems in the Combination of the Two

One of the possible problems in the combination of the two is that it limits innovation in human resources management.

On the one hand, the combination of the two is beneficial to human resource management. On the other hand, if the existing corporate culture does not support human resource innovation, it will be difficult for innovation to occur, and even if it does occur, it will easily fail. For example, for enterprise development, how to retain the talents the enterprise needs and how to make capable employees more active? Currently, some enterprises implement employee stock ownership and stock options. However, when the enterprise has a centralized culture, it is unwilling to When equity is diluted and control is dispersed, the combination of the two will not support such human resource creation. For another example, inertia is a characteristic of corporate culture. If a company has a relatively strong traditional culture of sexism and racial discrimination, then the combination of the two will seriously affect the development and utilization of human resources for women and ethnic minorities. Therefore, consistency in behavior is valuable to a firm when it faces a stable environment, but these cultures may become a hindrance when environmental requirements change. It can be seen that the way to solve the problem of human resources innovation is to change the concept first.

Another aspect where the combination of the two may be problematic is the barrier to personalization and diversity. For example, a company wants to have personalized employees, give full play to the advantages of personalized employees, and become a personalized enterprise in the market, thus gaining a place in the market. However, truly knowledge-based and personalized employees generally have the characteristics of strong autonomy, strong awareness of mobility, contempt for authority, and difficulty in management; on the other hand, due to the existence of differences in race, gender, moral values, etc., newly hired employees are different from those in the company. Most members are different, and the combination of the two creates conflicts. Corporate culture, especially strong culture, exerts greater pressure to make new members and personalized employees obey the corporate culture. They define the range of values ??and lifestyles that are acceptable in a business. The human resource management of enterprises wants to hire individuals with unique characteristics because they can bring a variety of advantages to the enterprise. But when the two are combined and employees are under the influence of corporate culture (especially strong culture) and try to adapt to the requirements of corporate culture, this diversity of behaviors and advantages is lost. Therefore, when an enterprise faces a changing environment and needs human resource innovation, corporate culture must go first and create a culture suitable for human resource innovation so that innovative measures and methods have a compatible cultural foundation.

In short, the combination of corporate culture and human resource management may be static or dynamic, and the requirements of corporate culture run through human resource management behaviors. When the two promote each other, it is possible to manage people more effectively and maximize people's potential, thus achieving the advantage of human resources for enterprises in the competition process. (Xu Lijun)