CC BY
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UDC 331.91
HUMAN RESOURCE MANAGEMRNT STRATEGY OF THE COMPARATIVE OF CHINESE AND RUSSIAN EXPERIENCE
C. Mengyuan Scientific Supervisor - I. A. Misineva
Reshetnev Siberian State University of Science and Technology 31, Krasnoyarsky Rabochy Av., Krasnoyarsk, 660037, Russian Federation E-mail:825658119@qq.com
With the coming of knowledge economy, the trend of world economic integration is strengthening under the background of economic globalization. The world's competition is more economic competition, talent competition. Talent and charisma has become an important factor for the survival and development of enterprises. Facing the new competitive environment and challenges, human resource management strategy is now the most important part of corporate strategic management.
Keywords: human resource management; chinese enterprise; russian enterprise, comparative analysis.
СТРАТЕГИЯ УПРАВЛЕНИЯ ЧЕЛОВЕЧЕСКИМИ РЕСУРСАМИ: СРАВНЕНИЕ КИТАЙСКОГО И РОССИЙСКОГО ОПЫТА
Ц. Мэнюань Научный руководитель - И. А. Мисинева
Сибирский государственный университет науки и технологий имени академика М. Ф. Решетнева
Российская Федерация, 660037, г. Красноярск, просп. им. газ. «Красноярский рабочий», 31
E-mail:825658119@qq.com
С приходом экономики знаний развитие мировой экономической интеграции усиливается на фоне экономической глобализации. Мировая конкуренция теперь - это большая экономическая конкуренция талантов. Человеческий талант, харизма стали важными факторами для предприятий. В настоящее время стратегия управления человеческими ресурсами является частью корпоративного стратегического управления.
Ключевые слова: управление персоналом, китайские предприятия, российские предприятия, сравнительный анализ.
The human resources management strategy mainly according to the enterprise development strategy different needs carries on the goal, the plan, and the effective reasonable disposition to the human resources. This process mainly uses a series of means and measures such as organization, encouragement, supervision, command, coordination and control. Through a series of processes such as employment, development and training, adjustment, use, encouragement and examination, the enthusiasm of enterprise personnel is fully aroused and their maximum potential is exerted Create the maximum value for the enterprise. Therefore which enterprise has the outstanding talented person, will occupy the vanguard position in the market economy system. The human resource management has been the core issue of the world's business management. Only scientific management of human resources in enterprises can bring into full play the sum of the capabilities of the employees.
The human resource management in China and Russia has similarities in the change environment, management module and management goal. Both China and Russia have gone through the process of transformation from planned economy to market economy. In the context of the reform of the planned
Секция «Проблемы и перспективы международной интеграции в современном бизнесе»
economy, the state introduced competition, state-owned enterprises monopolized the market, a monopoly no longer appeared, and non-state-controlled enterprises or individuals such as private companies, foreign-funded companies or individuals all had the opportunity to enter the definite market for doing a competition more full and fair. In this context, the form of human resources management has changed significantly, which is reflected in the privatization of state-owned enterprises in the process, this is very obvious [1]. The human resource management is no longer affected by the administrative instructions, but began to serve for the enterprise profit, to create value for the enterprise as the ultimate goal. China and Russia's enterprise human resources management in the management module is also basically similar. It can be divided into human resources planning, recruitment and allocation, training and development, performance management, compensation and welfare management, labor relations management six major parts of which each link is closely related, human resources is a whole system of engineering, is an organic whole, each link of the work must be in place. The absence of any one part can lead to an imbalance. In particular, both Chinese and Russian companies make every effort to fully examine the candidates they recruit through a variety of means, such as written interviews, scenario simulation, psychological tests and labor skill tests to ensure the quality of personnel on the basis of equal employment while controlling the cost of recruitment. Both Chinese and Russian enterprises attach great importance to the construction of a contingent of talents [2,3]. By means of study and training, organizations improve the working ability, knowledge level and potential of their employees, and make their personal qualities match their work needs to the maximum extent to promote the improvement of employee's work performance. With regard to the objectives of human resources management, both Russian and Chinese companies strive to ensure that their enterprises have a stable supply of human resources of a certain quality and a necessary quantity through human resources planning, and that they make full use of existing human resources, build a well-trained and flexible workforce, enhance the ability of enterprises to adapt to the unknown environment, reduce the dependence of enterprises on external recruitment in key technical links [4]. The basic aim and essence of human resource management in Chinese and Russian enterprises is to improve the degree of employee's contribution by improving the degree of employee's satisfaction and loyalty help managers to generate profits through effective organizational management to reduce costs and accelerate growth.
There are also many differences in human resource management between Chinese and Russian enterprises. The quality level of Russian labor force is much higher than that of China. According to statistics, the average citizen of Russia's education level is far higher than the world average level, also higher than China's level, education penetration rate of more than 90% [5] .Relatively, China's total labor resources are large, but the overall quality is not high. Because China has a large population, and because of changes in the country's development, there are many gaps in the process of personnel training. Although the education penetration rate is relatively high, the proportion of the population with advanced and educational qualifications is still not high. Chinese and Russian companies have different human resource management cultures, and Chinese society is collectivism in both traditional and modern senses. A collectivism strategy that doesn't emphasize individual competence and innovative thinking, but values equality and balance, and teams of employees may exclude those with the potential to innovate. This greatly hampers the achievement of organizational goals [6]. On the other hand, the human resource management under the guidance of the collectivism attaches importance to teamwork and pays attention to team performance, which will foster the characteristics of cooperation and a sense of diversity, and improve the efficiency of the organization and the sense of belonging of employees The pros and cons of collectivism are obvious. Unlike countries such as Britain and the US, which emphasize individualism, Russia, with its socialist past, has traditionally been collectivism. But in the process of market privatization, Russian culture is more similar to western culture. Russian companies value working ability more than Chinese company's value interpersonal relationships. That's a big part of the promotion. Russian companies also attach great importance to interpersonal relationships, but to a lesser extent than Chinese companies. This leads to the Chinese and Russian enterprises in human resources management in the formulation of plans and implementation of a completely different. Russian enterprises attach importance to the technical ability and problem-solving ability of their members, while Chinese enterprises pay more attention to human relations and emphasize the harmony between the internal employees and the relations between the employees and the management of the enterprises. Chi-
nese and Russian enterprises are facing the same change environment in human resource management strategy, and are under the competitive pressure of western enterprises under the economic globalization. At the same time, the human resource management structure of Chinese and Russian enterprises is similar, which is a complete system. Finally, the goal of human resource management in China and Russia is the same, which is to build a well-trained and flexible talent team, to create value for enterprises and to meet the increasingly fierce challenges in the knowledge-based economy environment.
References
1. Zhao Hong. On Strategic Planning and management of Human Resources //Journal of Hubei agricultural mechanization. 2019. P.13-14.
2. Yang Tinghui. Innovation and reform of human resource management in state-owned enterprises //Journal of Enterprise Reform and management. 2018. P.84-86.
3. Liu Hongchang. Enterprise Human Resources Management Problems and Solutions //Journal of Mall Modernization. 2018. P.81-82.
4. Xia Qiong. Problems existing in enterprise human resource management and Improvement Measures //Journal of National Circulation Economy. 2018. P.67-68.
5. Feng Xiaoxin. Research on Human Resource Management Innovation in enterprises //Journal of National Circulation Economy. 2018. P.53-54.
6. Zhong Haoran, Bai Chunmao, Jiang Yun. Human Resource Management in small and medium-sized enterprises //Journal of Time Finance. 2018. P. 135-136.
© Mengyuan C., 2019
