The lack of results in personnel management stems from three basic misunderstandings.
First, it assumes that people don't want to work. Personnel management considers "work to be a punishment that people have to endure in order to be satisfied elsewhere".
Second, personnel management sees the management of workers and jobs as a task for professionals, rather than as part of a manager's task.
All HR departments are constantly discussing the need to educate operations managers to manage employees, but 90% of the budget, manpower, and energy are invested in the HR department's personnel projects that are thinking, building, and operating.
In practice, this either means that personnel management usurps the functions and responsibilities of the operations manager, or it means that the operations manager must limit the personnel management bureau to administrative chores in order to defend himself, that is, those things that are not necessary for the management of employees and work. It is not surprising, then, that the latter has been the prevailing trend.
Finally, personnel management is often "firefighting", and "personnel" is regarded as a "trouble" and "headache" that threatens the smoothness of the production process.
It was born with this tendency, and a union leader once made fun of the HR department of a large company and said, "These guys should deduct 10 percent of their salaries and put them in the union coffers."To the union, they are little more than clerks paid $100 a week. There is some truth to this. But if the focus is on trouble, workers and jobs simply cannot be managed. It can even be said that in the face of the focus, it is not enough to replace "firefighting" with "fire prevention";Managing workers and work must focus on the positive, and must be built on the basis of potential strengths and harmony.