制造企業(yè)的發(fā)展史顯示表明，業(yè)務(wù)操作水平一直保持穩(wěn)定，幾乎沒(méi)有發(fā)生重大變化。這是許多像福特、克萊斯勒和美國(guó)汽車(chē)這樣的制造企業(yè)能夠在隨機(jī)變動(dòng)的外部環(huán)境中生存下來(lái)的主要原因。然而，當(dāng)消費(fèi)者的偏好主導(dǎo)市場(chǎng)，而不是供應(yīng)商的獨(dú)裁統(tǒng)治時(shí)，這些企業(yè)的盛行只是持續(xù)到80年代早期?，F(xiàn)在沒(méi)有亨利·福特可以說(shuō)沒(méi)有其他制造產(chǎn)業(yè)可以代替它。在全球范圍內(nèi)，這是制造企業(yè)開(kāi)始的一個(gè)新時(shí)代。
 
企業(yè)改革的必要性—Need for Organisations to change:
 
市場(chǎng)力量推動(dòng)著消費(fèi)需求的變化，迫使企業(yè)重新考慮他們的銷(xiāo)售策略，企業(yè)經(jīng)過(guò)頭腦風(fēng)暴討論如何維持他們?cè)谑袌?chǎng)上的地位。然而，制造業(yè)的嚴(yán)格等級(jí)制度無(wú)法確定對(duì)他們組織最重要的優(yōu)先事項(xiàng)是什么。一些人認(rèn)為是產(chǎn)品差異化、提高產(chǎn)品質(zhì)量，還有人認(rèn)為是一些大規(guī)模生產(chǎn)的有效方法。但是出乎意料的是沒(méi)有人談到生產(chǎn)過(guò)程中的人力資源管理，這一關(guān)鍵資源完全被忽視。
 
A quick look at the history of manufacturing organisations reveals that for a long period of time the business operations were stable and the frequency of any major change was very low. This is the chief reason why many manufacturing organisations like Ford, Chrysler and American Motors survived the dynamic external environment. However, the party for these organisations lasted till only the early eighties when the consumer preference dominated the market and not the supplier's dictatorship. Now no Henry Ford could say no to colours other than black. This was the onset of a new era for the manufacturing industry across the globe.
 
企業(yè)改革的必要性—Need for Organisations to change:
 
The change in market forces driving the consumer demand forced the organisations to revisit their strategy and brainstorm how they could maintain their strong foothold into the market. However, manufacturing organisations with their rigid hierarchy were unable to chalk out what is the most important priority for them. Some said it is the product differentiation, some enhanced on high product quality, and some on efficient ways of mass production. But surprisingly, no one talked about the human resources engaged in producing these goods and this critical resource was completely neglected. This trend continued till the late 90's when many companies focussed only on the high-quality processes, efficient production processes and operational efficiency. These improvements helped the organisations sustain for some more time profitably but the honeymoon was soon over, the organisations soon realised that they could not go beyond a particular level of performance, and beyond that no improvement in the operational efficiency helped. But the management gurus were soon able to identify their mistake;"The mistake of neglecting a very critical resource of Human capital"#p#分頁(yè)標(biāo)題#e#
 
人力資源的角色—Role of HR:
 
HR traditionally is viewed as a support function and sometimes even a redundant function in most of the manufacturing organisations. An HR manager is expected to perform only administrative jobs of time-office, maintain leave/PF records, and other related issues concerned with those on the rolls of the company. However, HR in the modern manufacturing organisations has evolved in completely new role and has to perform and is expected to perform a variety of tasks. The most important of them is anticipating change. An organisation has to anticipate the challenges in near future and has to be ready for the same. An HR's job is to anticipate, analyse and develop action plan for this change. A sample instances where this could be practically explained are illustrated below:
 
Demographic changes: As manufacturing industry is growing old, the industry has landed itself in apposition devoid of middle level managers. The senior management is about to retire in next few years and the junior level management is not mature enough to take on the challenges of the future. The primary reason for this is that the organisations did not anticipated in advance that with flourishing opportunities in the sunrise sector, they may lose a whole generation of employees. Had they anticipated the same, and built a second line of managers, the situation would have been totally different.
 
Flexible workforce: Today manufacturing is all about producing the best quality at the lowest possible costs. And use of flexible workforce especially contract labour has been rampant to cut costs across the globe. However, the biggest challenge is to resolve issues related with this flexible workforce and engaging them without exploiting them. However, in order to maximize profits, many organisations have resorted to unfair practices like sham contracts etc., thereby exploiting the contract labour. However, this is resulting in a growing pool of unskilled labour with no social security and no major contribution to the growth of economy. If this unskilled unorganised workforce increases further, it may result in a shortage of skilled manpower in near future. HR's job is to cover the organisation against this threat by ensuring it is sufficiently engaged in Training and skill development of the workforce, and not only acting as a spectator to the whole process.
 
The list is not exhaustive and there are many situations in which the Hr is expected to anticipate the change and act as a change manger.
 
人力資源經(jīng)理的指導(dǎo)方針要修改—HR Manager's Guide to Change:
 
The management Guru, Philip Kotler has stated on numerous occasions that the volatility in the business environment over the next few years will further increase. HR managers must be able to both anticipate and adapt quickly to manage the change effectively. There are a few very important thumb rules to any change being carried out in the traditional manufacturing organisations:#p#分頁(yè)標(biāo)題#e#
 
If a change is in the best interest of employees, they will not resist it: Human psychology suggests that man resists change. However, despite this if there is huge degree of acceptance for change among people. We change our attitudes and behaviour every day, every minute. The key to our acceptance of change is that we must believe it will be positive for us.
 
Thus HR managers must sell the desired change to employees in a manner in which it puts the employees first and the organisation next.
 
Expect major changes to happen frequently: The time of incremental changes is gone: Globalisation, the Information Age, Legislation, rapid changes in technology, demographic and cultural diversity and Internet are some of the factors driving change in organisations across the globe. Thus the modern organisations organizations need to be faster, less costly, and more customer-focused. HR managers are expected to nurture and nourish a culture within the organisation which welcomes change and does not resist or avoids it.
 
Vision for change: HR managers must help organisations develop a vision for change. The organisations can survive only if they can visualise future changes and devise a strategy to make the best out of them. A vision for change must be reasonably easy to communicate, should identify the areas of change, and has a clear target and a statement of desirability.
 
Change and politics go hand in hand: Each change initiative is expected to be accompanied by political moves, driven by human ambitions, misunderstandings, miscommunication or poor management. Political resistance may take any form- indifference, passive resistance, or active resistance. However, effective change managers accept this reality and try to nullify this through an effective change management strategy, constant two-way communication, enhanced employee participation, sensible delegation, superior people skills, meaningful rewards, and overall interpersonal effectiveness.
 
總結(jié)—CONCLUSION:
 
Thus the HR professionals of today must understand and accept that Change is reality! The time of stable business operations is now a story of the past. They need to anticipate these changes, devise an effective strategy to tackle them and build a robust system to manage any effect of any major unexpected change. To sum up-"HR is all about knowing change, else, NO change is feasible"