摘要
关于人力资源管理与人力资本管理的差异,过往文献主要从分析"资源"与"资本"的概念差异入手,结合人力的性质,进行横向的差异分析。本文认为,导致人力资源管理与人力资本管理差异的根本原因是在于不同的企业性质假设(即不同的企业契约关系假设)。因此,本文基于企业契约理论的视角,从纵向上分析人力资源与人力资本管理在"契约关系与目标定位"、"人性假设"以及"管理实践"三方面的差异。
As for the difference between human resource management （HRM） and the human capital management （ HCM）, the past literature focuses on the horizontal difference of their concepts and the property of manpower. Most of them said the difference between HRM and HCM is the difference between whole and part, the difference between static and dynamic, and the difference between management concept and economic concept. The writer believes the source of their difference is the different hypothesis on the nature of the enterprise （ namely the different hypothesis on the enterprise contractual relationship）. Therefore, based on the enterprise contract theory perspective, the paper analyzes lengthways the difference of the contractual relationship and the target location, the hypothesis of human nature, and the manazement oractice between HRM and HCM. First of all, this paper combs the enterprise contract theory, lists the representative viewpoints, and points out that the enterprise contract theory regards the enterprise as ＂a series of collection of contracts＂. The human capital and nonhuman capital can establish the contractual relationship between employer and employee, or the contractual relationship of cooperation. According to the different contractual relationship, the enterprise will adopt different management models. HRM is based on contractual relationship between employer and employee, and HCM is based on contractual relationship of cooperation. This cooperation means sharing the residual claim right of enterprise between the human capital and nonhuman capital, no mater if they share the residual control right of enterprise. Secondly, this paper analyzes the difference of target location between HRM and HCM based on different contractual relationships. The target of HRM focuses on the resource allocation and efficient usage. By effective and reasonable configuration, HRM changes the potential productivity to real productivity, and it maximizes the usage of human resources to create profits for the shareholders. The goal of HCM focuses on the cooperation between human capital and nonhuman capital. HCM tries to promote the investment of human capital and nonhuman capital by finding their cooperation opportunity, and stimulate greater reinvestment by creating the greatest benefits and satisfactory return. Thirdly, this paper analyzes the different hypotheses of human nature on the basis of different enterprise contractual relationships. HRM is based on the ＂social person＂ hypothesis of human nature. Its theories believe that the behaviors of employees are not only aroused by the money motives, but also aroused by the social and psychological needs. So the manager should not only focus on the technical and economic factors, but also encourage employees to increase productivity in social and psychological ways. HCM is on the ＂self-realization＂ hypothesis of human nature. The human capital has typical characteristics of the capital, such as risk-taking, self-value pursuing, as well as flowing to higher profit area. All of these characteristics are similar to the ＂self realization＂ hypothesis of human nature. Finally, this paper points out the differences between HRM and HCM in the practice of management. The differences include （ 1 ） between ＂depending on surveillance＂ and ＂self-management＂ ; （ 2 ） between ＂extensive management＂ and ＂precision management and measurement management＂ ; （3） between ＂management of natural attributes and social attributes＂ to ＂management of spiritual attributes＂; （4） between ＂paying attention to the inte- rior＂ and ＂paying attention to the exterior＂ ; （5） between ＂paying attention to individual ability＂ and ＂paying at- tention to organizational ability＂ ; （6） between ＂salary and bonus＂ and ＂profit sharing and equity incentive＂. Human resources practitioners ensure the efficiency by surveillance, stimulate employees＇ potential by their satisfaction with the external factors, and ensure the efficient allocation of resources by training employees＇ bottleneck capacity. Human capital practitioners ensure the efficiency by employees＇ self-management on the base of the equitable incentive system, stimulate employees＇ potential by the internal factors, such as job achievement, the expectation of increasing human capital＇s value, and enhance the employees＇ bottleneck capacity by employees＇ self-study.
出处
《经济管理》
CSSCI
北大核心
2012年第7期193-199,共7页
Business and Management Journal ( BMJ )
关键词
企业契约理论
人力资源管理
人力资本管理
差异分析
enterprise contract theory
human resource management
human capital management
analysis of the difference
