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Management Science and Research
June 2014, Volume 3, Issue 2, PP.40-44
Research on Chinese Human Resources
Management Based upon Economic Transition
*

Demiao Tang

1. Fudan University, Shanghai, 200433, China
2. Wuhan University of Technology, Hubei, 430070, China
3. Wuxi City College of Vocational Technology, Jiangsu, 214063, China
Abstract
Human resources management is the inner driving force of industrial transformation and upgrading. The scientific human
resources management could promote the industrial transformation and upgrading. The aim of this research is improving the level
of Chinese human resources management, which could promote the industrial transformation and upgrading. The research
method is based on the data analysis and the research process has four parts. In the conclusion of this research, the methods of
Chinese human resources management would be proposed. The research point of view is novel.
Keywords: I ndustrial Transformation; Human Resources Management; Method
1 INTRODUCTION
China is in the middle of industrialization. The evolution route from the early stage to middle and later stage is labor
intensive-capital intensive-skill intensive. The base and core in middle stage is manufacturing industry and it is the
period of industrial convergence of technology-intensive industry and high and new technology industry.
Manufacturing industry is the leading industry of national economy, which is the base and core in industrialization
and modernization. Manufacturing industry, especially the equipment manufacturing industry is the main carrier of
technological innovation and modernization and the high-involvement in human capital is necessary. Industrial
transformation and upgrading is urgent, which is from low added-value model into high added-value model and high
energy consumption and high pollution into low energy consumption and little pollution. The structure of growth
source should be changed so that the mode of economic growth would be transformed from quantitative into
qualitative which is beneficial to the development of economy and society. The crux of industrial transformation and
upgrading is technical progress
[1]
. Digesting the introduced technology then studying, improving and innovating the
technology to establish our own technology system. We shall insist the comprehensive, harmonious and sustainable
developing view and the new industrialization road. Actually, china has already been in the critical period that only
changing the economic development mode could achieve sustainable development. It is a significant choice to
improve industrial and economic transformation and the scientific human resources management is important in this
progress. Because the three major resources in enterprise are human resources, material resources and information
resources. Human resources management could enhance the technology application and self-innovation ability and
improve the input connotation of human capital in order to promote the industrial structure transformation to form a
new pattern of industrialization with high-tech industries as the leader and manufacturing industries and modern
services as basic support
2 DISCUSSED PROBLEMS
2.1 The Requirements of I ndustrial Transformation to Human Resources Management
Human resource management principle The require the decisions on appointment and promotion in the organization

Project of Foundation: the National Great Project of Foundation-social science of China. Research on the development theory and
policy of modern industry system. No. 11&ZD142.

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be made on the basis of fair and open competition to ensure that the most suitable person is selected having regard to
the abilities, personal qualities and experience of applicants.
This requires that people management is based on the same principles across the organization to ensure that the staff
is treated fairly. Which is concerned with achieving a desired result using a specified level of resources? Which is
the extent to which government programs and activities achieved their objectives? This is the freedom of the
organization to act without fear or favor whilst remaining responsible for the implementation of the policies or
programs of the government of the day. This aims to ensure that all staff behaved with integrity and self-discipline.
The industrial transformation has an effect on human resources management. The goal of industrial transformation
and upgrading is high added-value, low-cost and technical intensive and specialization division cluster development.
The majority of labor resources are in the manufacturing industry and the main part of human resources are driven
by industrial transformation to transform into new type of composite talent who are concentrated in service industry
and high-tech industry. From the view of human resources management innovation, the industrial transformation
would lead to human capital upgrading, innovation of human resources management and function transformation of
human resources management. As a result, the management system shall be flexible and the scientific incentive
system, salary and performance management could be the driving forces of enterprise development and industrial
transformation.
Accelerating the transformation of economic development mode is driven by the readjustment of industrial structure
and industrial transformation and upgrading. Without technical progress, industrial transformation is very hard and
the technical progress affects the industrial transformation route and the speed of economic growth
[2].
According to
the study of economists like Lin Yifu, the informational technological change could improve industrial
transformation and the model of economic growth. Meanwhile, human resources management innovation is a
guarantee of the adequate supply and quality improvement of technology and human capital, technical progress,
management innovation, the quality of the labor force and efficiency improvement, technical innovation and
harmonious development of the force of self-innovation and transformation optimizing and the core competence
improving.
2.2 The I ndustrial Human Resources Management is Mainly the Strategic Human Resources
Management which Forces on the StrategicTarget of I ndustrial Transformation
Human resource management in system analyzes the human resource management process, some of the specific
activities involved in each function include: planning, establishing goals and standards, developing rules and
procedures, developing plans and forecasts; organizing giving each subordinate a specific task, establishing
departments, communication, coordinating the work of subordinates; staffing, determining what type of people
should be hired, recruiting prospective employees, selecting employees, setting performance standards,
compensating employees, evaluating performance, counseling employees, raining and developing employees;
leading, getting others to get the job done, maintaining morale, motivating subordinates; controlling setting standards
such as sales quality standards or production taking corrective action as needed.
Human resource management systems are primarily concerned with ways of achieving high performance and
creating production systems that deliver on time to agreed quality standards.
While the west and many other countries are plagued with the problems of an overpaid, unproductive labor force and
the contrary pulls and pressures of various unions, the Japanese exhibit great energy and skill and have adopted a
system of quality circle which has increased the competitiveness of their products in the world market.
An analysis of the priorities of Japaneses human resource management can begin with William Ouchys "Theory Z,
which encompasses the major postulates of Japanese human resource management and recognizes that the pivotal
factor responsible for Japan's outstanding economic and technological progress is a more approach to the
organization and administration of human resources.
Building intentionally on the nomenclature of Professor Douglas McGregor's ''Theory Y'', Ouchy provides many
insights into the central characteristics of the Japanese system of organization and human resource management.
Theory Y: employees can view work as big as natural as rest or play and will exercise self-direction and self-control

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when committed to objectives. The average worker can learn to accept and seek responsibility, and creativity is not
necessarily the exclusive domain of managers. The planning and strategy of human resources management coincided
with industrial transformation strategy, which could not only give full play to the managements advantages but also
inject vital force and energy. The core of human resources is people first and the key point is the integrated
development of human resources potential, using human resources information system to provide decision basis to
industrial transformation. The human resources department should participate in the industrial transformation
planning and decisions.
3 THE INFLUENCE FACTORS OF SOLUTION ANALYSIS
3.1 Human Resources Management is the I nner Driving Forces of I ndustrial Transformation
The development of human resources, improving the labor productivity and resource utilization rate is important
weapon to achieve industrial transformation, which is depending on the personnel quality and the level of self-
innovation. Therefore, the development of human resources shall be taken seriously to improve the capability of self-
innovation then promote the industrial scientific transformation. Human resources management is the inner driving
forces of industrial transformation. In the industrial transformation, the shortage of outstanding technology talents
and the plodding industrial upgrading and production renewal restrict the establishment of the modern industrial
system and the development of new industrialization
[3]
. They also affect the digestive ability of technical innovation
in industrial transformation and increase the path dependence of traditional human resources management. So it is
necessary to reform the human resources management to adapt to the requirements of the transformation and the fast
transform and the innovation of technology. Maximize the performance management will be important for industrial
transformation in the future.
Human resources management is a method that deploying human resources planned based on the requirement of
industrial development strategy and using modern management methods, through planning the human resource
strategy, recruiting employee, training and developing, performing assessment management, salary management,
motivating employee, releasing potential abilities, creating value to achieve industrial strategic target.
3.2 Which Could I mprove the Productivity and Resource Utilization Rate, Enhance the
Competitiveness and I ncrease the Economic Benefits and Organizational Effectiveness
Human resources management should consider not only achievement of the organization goals but also the
employees development, which means achieving organization goals and realizing individual overall development at
the same time. In the innovation development industry, the core is matching rate of industrial structure form. Talents
are the motivation and core of industrial transformation and upgrading and the scientific management of human
resources is the guarantee.
4 THE METHODS OF HUMAN RESOURCES MANAGEMENT IN THE BACKGROUND OF
INDUSTRIAL TRANSFORMATION
4.1 I nnovate the Human Resources Management with the Classical Theory
Maslow, the humanistic psychologist, said there are five levels of human requirements which are survival, living,
social interaction, respectable and the needs for self-actualization. The two-factor theory of Herzberg still gives
revelations to human resources management. He said the manager should pay much attention to the factors of job
contents and enrich job contents to meet the various requirements of employees. William ouch theory believed that
all of the enterprises succeed could not be separated with trust, sensitive and close, so the managers could use
democratic management based on honesty, openness and communication. For china, during the process of
transformation, we could apply these theories, using the people first management method like crisis type, closed
type and drawer type to build the top of human resources management.
4.2 I nnovate and Optimize System based on Human Resources Management Theory
Innovate the concept of human resources in industrial transformation and optimize the system to improve the system

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efficacy of management. Using complementary value principle to enhance advantage and avoid disadvantage to form
the overall superiority, the enterprise could achieve their goals and get more from less. According to the dynamic
adaptive principle, the enterprise shall focus on the changes of variety factors and make adjustments to make people
adapt to things. Managers should follow the incentive and fair competition theory to enhance the motivation of
positive, initiate and creative and improve the working performance. However, the managers should consider the
diversity in incentive method to make it timely, reasonable and moderation. Make the energy quality and energy
level could meet the requirement of industrial transformation according to the energy matching principle to achieve
the performance targets and the overall goals of human resources management
[4]
.
4.3 Scientific Planning of Human Resources Management
The human resources management planning includes confirming the management strategy, forecast human resources,
make plan and execute and evaluate the plan. During the practice of demand forecasting of human resources,
industrial transformation and upgrading and market requirement are the main factors that could affect human
resources demand. There are two kinds of factors, one is external environment and the other is internal environment.
According to the macro direction and national or regional industry orientations judgment and relevant statistics
analysis to forecast the two methods of forecast the demand of human resources. The supply of human resources
forecasts that the supplying derives from two aspects: one is internal industry human resources supply and the other
is external supply. Then make the detailed plan of human resources management based on the situation of human
resource supply and demand.
4.4 Scientific Assess and I ncentive Could I mprove the I ndustrial Further and Deep Transformation
Performance assessment is a method that the managers use a systematic method and theory to evaluate and measure
the work behavior and result to ensure the working performance and it is a process of quantitative and qualitative
evaluation of the completion of work. The performance assessment penetrates the whole human resources
management. During the whole improving process of employees performance and industrial transformation
performance assessment methods, the incentive salary improvement is directly related to the organization goals
achievement. So that the performance assessment standards should be reasonable and fair and the incentive plans
should be differentiated. Only focusing on the internal goals of industrial transformation and executing the scientific
assessment and people first incentive, increasing industrial productivity and the whole productivity of industrial
resource could improve the industrial upgrading.
Responsibilities of human resource management, in any case, all supervisors spend much of their time on human
resource /personnel type tasks. Indeed the direct handing of people always has been an integral part of
responsibilities of human resource management.
Human resource management is a part of every manager's responsibilities. These human resource responsibilities
include placing the right person in the right job and then orienting, training, and compensating the person to improve
his or her job performance.
The human resource management manager understands his employees, considers them as individuals with basic
needs and that motivation is the key to effective leadership and to inducing employees to perform their jobs willingly,
enthusiastically, and efficiently. Motivation is a concept pertaining to various desires, needs wishes, and other forces.
More often than not, managers usually motivate employees by providing the environment that induces organizational
members to contribute for its productivity; they also motivate employees by giving them fringe benefits, good pay,
security, and protection.
5 CONCLUSION
Human resource management current challenges and reform the human resource management have been aimed at
securing increased productivity. However, growth in productivity requires more than cutting costs on bringing in
new technology. Productivity gains arise from people through their skills, flexibility, effectiveness, and discretionary
efforts. Human resource management is not just a matter of getting people to work more effectively but also to

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deliver a better service to the public. Therefore, how managers work with people is as important as the task they are
doing
[5]

Human resource management is a dynamic activity, managers needs to define human resource development,
identify and describe each of the major human resource development functions, identify the major phases of the
training and human resource management process
[6]
. They also need to train a new employee to do his or her job
either formally or informally. Complete some types of career planning project or assessment to be defined as a set of
systematic and planned activities designed by an organization to provide its members with the opportunities to learn
necessary skills to meet current and future human resource management demands.
Dealing with global human resource challenges like these isn't easy. The human resource management concepts and
techniques employers use to manage the human resource challenges of their international operations. Comparing
human resource management practices in a variety of different countries
[7]
.
Research suggested that: the belief that people are the key to get maximum performance from our organizations has
led to a growing emphasis on an integrated approach to human resource management, where responsibility for the
way people are treated and managed is shared by line managers and is no longer just the responsibility of the
corporate support area. Personnel managers, or human resource managers, work in specialized areas providing
support services to the organizations. If the penetration and promoting role could be played well in industrial
transformation, the industrial transformation and upgrading steps would be much sounder. Recently, the growth rate
is dropped off
[8]
. The primary PMI is 47.8 in September, according to the data published by HSBC in 20th of Sep,
which means the growth rate of manufacturing is slow down and it lack of energy. So the manufacturing
transformation is necessary and it needs scientific plan. Using the human capitals inputs and the connotation of
human resources management enhance the manufacturing transformation and upgrading
[9]
.
ACKNOWLEDGEMENTS
The research work was supported by the National Great Project of Foundation-social science of China. Project of
Foundation: Research on the development theory and policy of modern industry system. No 11&ZD142.
REFERENCES
[1] QI Xie, The Transformation of the Mode of Economic Development [M], Bei Jing: Economy and Science Press, pp.45-56, 2008.
[2] Mingjie Rui, Industrial Economics [M], Shang Hai: Shanghai University of Finance Press, pp.145-153, 2012
[3] Haiguang Wang, Human Resources Management [M], Liao Ning: Northeast University of Finance Press pp.11-16, 2008.
[4] Aimin Yan.Diagnosis and Optimization of Human Resources Management [M], Hu Nan: Hu Nan Science and Technology Press,
pp.2-8 2010.
[5] Dessler, Gary. Human Resource Management, 10th edition, Copyright (original) from Tsinghua University Presspp.8-12, 2009
[6] Daft, Richard L. Theory and Desigen of Organization, 10th edition, Copyright (original), Tsinghua University Presspp.9-20,
2010.
[7] Desler, Gary. Management: Leading People and Organizations in the 21st Century. New Jersey. Pearson Education Inc., pp.23-26,
2002
[8] Jinlian Wu. The Choice of China Growth Mode [M], Shanghai Far East Press, pp. 56-66, 2005
[9] Mingjie Rui. Industrial Economics [M], Shanghai University of Finance and Economics Press, pp.157-160, 2012
AUTHORS
Demiao Tang (1973- ), male, Ph.D-management; senior economist, senior engineer; Fudan university, applied economics (Industrial
economics) post-doctoral; Wuhan University of Technology, Ph.D- Industrial economics candidate; Research interests: Industrial
economics, management, corporate governance. E-mail: 2503335835@qq.com