Analysis of the Reform and Mode Innovation of Human Resource Management in Big Data Era

Transcription

1 Analysis of the Reform and Mode Innovation of Human Resource Management in Big Data Era Zhao Xiaoyi, Wang Deqiang, Zhu Peipei Department of Human Resources, Hebei University of Water Resources and Electric Engineering, Cangzhou, Hebei, China Abstract In the era of big data, with the rapid growth of human resources information, human resource management is also facing changes. In this paper, the authors analyse the reform and mode innovation of human resource management in big data era. Based on the theoretical analysis of big data, we need to change the traditional thinking mode of human resource management, and actively change the mode and management methods of human resources management. Such as training enterprise high-level big data thinking mode, strengthening the investment of big data information platform, making full use of information resources and building resource sharing mechanism. Key words: Big data, Enterprise decision, information management, Human resources 1. INTRODUCTION With the advent of big data era, tremendous energy and hidden in large data will lead to a spurt of industrial innovation and management innovation, will have far-reaching impact on governance, corporate decision-making and personal life, work and thinking. For enterprises, its influence will permeate from the strategy and every detail of management, human resource management as the key to improve the core competitiveness of enterprises, is bound to face the challenge of big data era. How to fully understand big data, grasp the opportunities and challenges of big data, accelerate the formation of large data thinking, make full use of the of big data, positive change of enterprise human resources management, boldly promote management innovation, is undoubtedly a realistic choice can not be avoided. With the development of human resource management practice, management scholars and practitioners pay more and more attention to the strategic of human resources (Jenster,1999; Zafar, 2013). Due to the acquisition, development and retention of human resources is embedded in the unique history and culture of the enterprise, so it is the source of enterprise's unique competitive advantage. In order to realize the strategic of human resources, the management and operation of human resources must have a strategic orientation, the enterprise needs to carry on the strategic human resources management (David, 1997; Stone, 2015). Martell and Carroll in the 89 Fortune 500 companies in the process of research found that 40% to 69% subsidiaries of the human resources department to a certain extent, involved in the process of enterprise strategic management. Strategic human resource management has always been an important issue in the research of human resource management. The research shows that strategic human resource management can improve the performance of the enterprise by cultivating the employee's behavior in line with the requirements of the organization strategy, promoting the employee's behavior consistent with the organization's goal (Gree, 1999; Pereira, 2015). Strategic human resource management will change the characteristics of enterprise employees and shape the enterprise innovation culture, in order to improve the enterprise's knowledge creativity, and thus improve the enterprise performance. Strategic human resources management will be effective in the management of human resource management and enterprise strategy to match the formation and development of enterprise culture within the enterprise, and thus enhance the performance of enterprises (James, 2013; Nagendra, 2014). Research shows that human resource is the carrier of innovation, the strategic human resource management can make the enterprise obtain the human resources that meet the strategic objectives of the enterprise to carry on the enterprise innovation, and then produce the innovation performance. Strategic human resource management will be in the enterprise interior create innovative atmosphere, motivate employees to assume more risk and implement positive "active" market, such as research and development strategy, promote the design and implementation of internal corporate entrepreneurship strategy, build long-term competitive advantage of enterprises (Hussain,2007). Based on the study of system theory that different institutional environment, the influence degree of the enterprise strategic human resource management of enterprise performance different, unfair competition environment will hinder the strategic human resource management on firm performance have positive effects and the support environment significantly strengthen the strategic human resource management and enterprise performance between role in promoting. On the basis of existing research, this study through career development and employee training plan, performance salary, temporary staff management, and other typical employee participation in management practice to examine the influence of strategic human resource management on enterprise performance mechanism. 219

2 2. DATA MINING AND BIG DATA 2.1. Data mining In the complex target, the analysis of massive data sets, there is no ready-made and can meet the conditions of the general theory of the method of calculation. However, the neural network has a great advantage in the ability of the high bearing capacity of the noise data and the ability to classify the training data. Therefore, it is feasible and necessary to design a data mining method based on neural network, and to use it in real world problems. Artificial neural network can be used in data mining classification, clustering, feature mining, prediction and pattern recognition and so on. Therefore, artificial neural network plays an important role in data mining, the neural network hierarchy as shown in figure 1. Figure 1.big data Neural Network Artificial has a strong computing power. First of all, there is a huge parallel distributed structure; secondly, it has the ability to learn and the resulting induction. Data mining refers to the process from a large number of incomplete, noisy, fuzzy, random data, extracted implicit in which people do not know in advance, but also potentially useful information and knowledge of the process. It is an effective means of knowledge discovery. Discovered knowledge not only can be used for information management, query optimization, decision support, process control, etc., but also can be used for the maintenance of the data itself. Figure 2.Data mining process 2.2. Data prediction During the process of data mining, data mining is the core content of the whole process: Classification and prediction: tutor supervision learning to find a group to be able to describe the data collection of the typical characteristics of the model, in order to be able to classification and recognition of unknown data belongs to a category is unknown cases mapping to a discrete categories. The main representation methods include: classification rules, decision trees, mathematical formulas and neural networks. Clustering analysis: unsupervised learning methods, according to the different aggregation between internal data object of maximizing the similarity, and the aggregation minimizing the similarity between objects "as the basic clustering analysis principle, the clustering analysis of data object is divided into several groups. 220

3 Each cluster analysis to obtain the group can be considered for a similar don't belong to the set of data objects, further from the same data set, and can obtain the corresponding classification prediction model (rules) through the classification study. In addition, a hierarchical model of the initial data set can be obtained by the repeated clustering analysis of the obtained clustering group. Outlier analysis: the analysis of isolated point data, in which the data is usually excluded from the data mining analysis of data mining analysis of the data. 3. RESEARCH ASSUMPTION Figure 3.Data prediction based on GMDH Shell Huselid put forward some of the human resource practices known as "best practices" are often superior to other human resource practices, thus promoting the improvement of organizational performance. Employees are actively involved in the organization of the business to expand the autonomy of employees, by stimulating their internal needs to increase the input of employees. So let employees to participate in enterprise management practice, improve the activities of the enterprise strategic participation degree and its ability, so as to make the enterprise by improving the effectiveness of strategic management of strategic human resources management are the effective supplement. When the enterprises to carry out the strategy of the new human resources by allowing employees to participate in the decision-making process, and let them know the organization's current business information to improve the staff to the acceptance of the new HR strategy and investment. Trade unions participate in the sharing of detailed information about strategic decisions made by employers and employees to work together to improve performance. Career development and training opportunities can help employees acquire the ability to implement strategies. Performance based on personal interests and the company aims to motivate employees to achieve the strategic objectives of human resource management. There are many temporary jobs (for example, contract workers and temporary workers) in the enterprise, the cooperative relationship between temporary and regular employees is the key to the effective implementation of strategies. Therefore, we think that a variety of typical let employee opportunity to actively participate in management practice, such as union participation, career development and staff training plan, pay for performance, temporary staff management etc., strategic human resources management more efficiency. But given to Chinese enterprises especially private economies, trade unions are often non-existent, even in large state-owned unions are often just collective activities of the organizers or material welfare payment, trade unions to participate in the formulation of the strategy of the possibility is very small, so we will mainly discuss the career development and staff training plan, pay for performance, temporary staff management three typical employee participation in management practice activities can be of assistance in strategic human resource management play effectiveness and impact on enterprise performance Career development and employee training program Enterprise's unique human capital is the fundamental source of competitive advantage. In order to cope with the changing environment and gain sustainable competitive advantage, enterprises must develop flexible human capital to quickly adapt to the possible occurrence of enterprise strategic change. Career development plans to expand the capacity of employees, to provide support for career development. Employee training programs give employees the opportunity to acquire skills and knowledge to improve job performance. Through career development and employee training programs, employees are exposed to a wide range of knowledge and perspectives, so that they are no longer resistant to change, and more willing to accept new knowledge and creative approaches. In this regard, the rich career development and staff training extended the can be used for the implementation of the strategy of human resources, and help enterprises to flexibly adjust the human 221

4 resource to meet various strategic demand. Therefore, career development and employee training programs can expand the positive impact of strategic human resource management on firm performance. Hypothesis 1: employee career development and training programs will enhance the positive impact of strategic HRM on firm performance Career development and employee training program Enterprise's unique human capital is the fundamental source of competitive advantage. In order to cope with the changing environment and gain sustainable competitive advantage, enterprises must develop flexible human capital to quickly adapt to the possible occurrence of enterprise strategic change. Career development plans to expand the capacity of employees, to provide support for career development. Employee training programs give employees the opportunity to acquire skills and knowledge to improve job performance. Through career development and employee training programs, employees are exposed to a wide range of knowledge and perspectives, so that they are no longer resistant to change, and more willing to accept new knowledge and creative approaches. In this regard, the rich career development and staff training extended the can be used for the implementation of the strategy of human resources, and help enterprises to flexibly adjust the human resource to meet various strategic demand. Therefore, career development and employee training programs can expand the positive impact of strategic human resource management on firm performance. Hypothesis 2: employee career development and training programs will enhance the positive impact of strategic HRM on firm performance Temporary staff management In recent years, some studies have pointed out that temporary employees can also become strategic assets of enterprises. It is considered that the enterprise should adopt different modes and strategic use of human resources in different modes of employment. They believe that there are two models for the management of temporary employees: temporary employment contracts and alliances. In temporary employment contract mode, if the enterprise human resource and is not very important or unique, enterprises can consider hiring highly skilled contract workers, because hire their costs may be relatively low, also the on-the-job employees formed competitive threat, motivate them to work hard and improve their work performance. In the alliance mode, enterprises and temporary employees to establish a partnership, so that their expertise, knowledge and specific results for the enterprise. Anyway, temporary workers can provide enterprises with professional skills and knowledge, some possible formal internal staff do not have, so to the enterprise has very high, has formed the effective supplement of enterprise knowledge and capacity of the system. Therefore, it can help enterprises to gain competitive advantage, improve enterprise performance, and the cooperation of temporary employees, in turn, and support the implementation of human resources strategy. Hypothesis 3: temporary staff management system will enhance the positive impact of strategic HRM of the enterprise performance. 4. EMPIRICAL ANALYSIS 4.1. Study sample characteristics The sample of this study comes from 1245 enterprises in the eastern, central and western cities of the city, and a total of 1245 questionnaires were issued to 100 enterprises. The questionnaire was completed by the person who is familiar with the development situation of the enterprise and the development of the industry. A total of 1027 questionnaires were recovered. The recovery rate was 82.49%, and the effective questionnaires were 874, and the effective rate was 85.10%. The measurement of the variable is a part of the five stage of the use of the Li G. In order to ensure the validity and reliability of the measurement, the study was carried out on the basis of a small sample survey. As table 1 shows, strategic human resource management, including six items and the scale Cronbach' reliability coefficient is 0.89; measurement of temporary staff management includes four items. The scale Cronbach' reliability coefficient is 0.87, career development and staff training is the average number of enterprises with formal employee participation in the career development and staff training project; performance pay schemes is formal employees of the enterprise performance wages accounted for the average proportion of the total wages; enterprise performance is mainly used to measure business profits. Table 1.Variable measurement and reliability of measuring variable Survey item Reliability coefficient Strategic Human resource management closely with human enterprise strategy 0.89 resource HRM has a great influence on the development of management enterprise strategy. 222

5 Temporary employees Human resource managers will greatly affect the decision making of enterprise CEO HRM supports the realization of the strategic objectives Has taken effective measures to ensure the coordination of HRM Establish a complete management system for temporary employees Will establish a detailed management file for temporary staff Arrange appropriate training for temporary staff. Performance evaluation of temporary employees Research results Firstly, the path coefficient of each variable is obtained by the method of structural equation analysis. As shown in Table 2, strategic human resource management, career development and staff training programs, performance pay, temporary employee management have significant positive impact on enterprise performance. The hierarchical regression analysis method was used to verify the hypotheses. Career development and staff training plan, pay for performance, temporary staff management to strategic human resource management and enterprise performance influence the effectiveness of regulation by using the proposed by Baron regulated utility model validation procedures to verify. Because of the difference between the different variables, the numerical interval is not a, so we need to carry on the standard treatment of all variables before the adjustment effect analysis is carried out. The min-max Standardization for moderating effects of judgment is divided into the following two steps: first, the direct with existing variables the dependent variables to make the regression analysis (model M1); then, through the predefined variables and moderating variable is calculated by multiplying a factor interaction, which is added to the independent variables for regression analysis (model M 2). If the R2 of the model M2 is greater than the R2 of the model M1, and the independent variables and the interactive factor regression coefficients are significant, then the regulation effect exists; if not, it does not exist at the same time. Table 2.Influence coefficient between variables Relationship Path coefficient Significant degree Strategic human resource management enterprise performance significant Career development and employee training business performance significant performance-related pay firm performance significant Temporary employee management enterprise performance significant Career development and staff training effectiveness of regulation analysis results are shown in Table 3, increase the amount of R2 is At the same time, independent variables and interaction factors were significant in the 0.05 confidence level. Therefore, career development and staff training have positive influence on strategic human resources management and firm performance relationship exist utility regulation, hypothesis 1 was verified. Table 3.Career development and employee training regulation effectiveness regression model independent variables M1 Regression coefficient and T M2 Regression coefficient and T 1Strategic HRM (9. 28) ** (6. 56)* 2 career development and employee training (8. 76) ** (5. 76) * (5. 54) R addition of R The implementation of performance pay program regulated utility analysis results are shown in Table 4, increase the amount of R2 is At the same time, independent variables and interaction factors respectively significant at 0.01 and 0.05 confidence levels. Therefore, performance pay program implementation of strategic 223

6 human resources management and firm performance positively related to regulate the utility, hypothesis 2 was verified. Table 4.Merit pay adjustment utility validation independent variables regression model M1 Regression coefficient and T M2 Regression coefficient and T 1Strategic HRM (9. 58) ** (8. 64)** 2Merit pay (4. 64)* (5. 11)* (4. 99) * R addition of R Temporary staff management system regulated utility analysis results are shown in Table 5, increase the amount of R2 is At the same time, independent variables and interaction factors respectively at 0.01 and 0.05 confidence level significantly. Therefore, temporary staff management system of positive influence relationship of strategic human resource management and enterprise performance has a moderating effect, hypothesis 3 was verified. Due to the assumption that 1, supposing 2 and 3 have been verified. Therefore, career development and staff training plan, pay for performance, temporary staff management's positive influence on strategic human resource management and corporate performance relationship exist utility regulation. At the same time, we can see the career development and staff training plan, pay for performance, temporary staff management of the effectiveness of regulation size, the career development and training programs for staff, temporary staff management time, pay for performance plan minimum. Table 5. Temporary staff management regression model independent variables M1 Regression coefficient and T M2 Regression coefficient and T 1Strategic HRM (8. 98) ** (8. 85)** 2Temporary staff management (5. 32)* (3. 33) (5. 62) * R addition of R CONCLUSIONS Human resource is the core strategic resource of the enterprise, and the enterprise human resource management activities should be integrated into the enterprise management strategy. However, the strategic human resources management activities are not in any situation can effectively play a role in the enterprise human resources strategy is not in any situation can be effectively implemented. As is known to all, without the support of employees and investment, strategic enterprise human resource management activities are difficult to implement. Strategic human resource management is more able to exert its effectiveness in the context of the employee's active participation. Although strategic human resource management literature let us realize the human resources management into the strategic management of enterprise, but the integration of human resource management and the strategy of the enterprise to enhance the study on the mechanism of enterprise performance is relatively small. REFERENCES David, F. (1997). Outsourcing the HR function: personal threat or opportunity. Strategic Change, 8, Gree, C., Gray, S. (1999). Human resource management outsourcing the make or buy decision. Academy of Management Executive.13, Hussain, Z., Wallace, J. (2007). The use and impact of human resource information systems on human resource management professionals. Information & Management, 44, James, D., Johnson, R. (2013). Human resource metrics and decision support: A classification framework Original. Human Resource Management Review, 23, Jenster, P. (1999). Deal maker or deal breaker: human resources issues in successful outsourcing projects. Strategic Change, 8, Nagendra, A., Deshpande, M. (2014). Human Resource Information Systems (HRIS) in HR Planning and Development in Mid to Large Sized Organizations. Procedia - Social and Behavioral Sciences, 133,

7 Pereira, C., Ferreira, C. (2015). Identification of IT Value Management Practices and Resources in COBIT 5. RISTI- Revista Ibérica de Sistemas e Tecnologias de Informação, (15), Stone, D., Deadrick, L. (2015). The influence of technology on the future of human resource management. Human Resource Management Review, 25, Zafar, H. (2013). Human resource information systems: Information security concerns for organizations. Human Resource Management Review, 23,