Job analysis is a collection of various tasks and responsibilities that corporate employees must complete and is an objective requirement for achieving corporate strategic goals. The establishment process is as follows:

Job analysis: Establish a systematic project of skills, responsibilities and knowledge required to complete various tasks, with the purpose of solving problems such as activities, time, place, method, reasons and conditions related to employees' work.

Establish work instructions and work norms: Based on work analysis information, form documents that explain work tasks, responsibilities and responsibilities, as well as basic qualities such as the necessary knowledge, skills and abilities for individuals to complete work.

Job evaluation: Based on the work description and work specifications, a systematic process of determining the relative value of a work and other work will help confirm the organizational work structure, make the work connection fair and orderly, and develop the work value hierarchy to establish a wage payment structure. , and achieve consistency in internal work and salary.

Performance assessment is a formal system for regularly examining and evaluating individual or group work performance. Its objectives include improving performance, achieving organizational goals, analyzing the pros and cons of human resources to arrange plans, providing forecasts for recruitment selection, judging employee training and development needs, providing a decision-making basis for increasing compensation, and for internal employee relationship decision-making.

The salary management system is a management system for the salary level, structure, system, form and treatment of an enterprise, aiming to supervise whether it meets the organizational and individual goals. Its primary task is to pay fairness, including internal fairness (achieved through work evaluation) and external fairness (maintaining a competitive salary level). Its focus and difficulty is to handle the contradiction between attracting talents and reducing costs.

The work of each position can be examined from three aspects: stability, proceduralness and independence. The differences in these three-dimensional characteristics of different positions determine different requirements for the job skills, experience and quality. Effective job analysis can clarify the characteristics of each position, and the results determine the content and methods of performance appraisal. For example, the assessment content and methods for assembly line assembler and senior manager positions vary depending on the position characteristics.

The significance of performance appraisal lies in guiding employees' behavior. A good performance feedback process is very important. Its essence is value evaluation, and the effectiveness of value evaluation requires solving the problem of value allocation. Salary includes a fixed part (depending on the position) and a dynamic part (depending on the position performance). The salary distribution established on the basis of performance appraisal increases impartiality and can motivate employees to improve their performance. However, vague and subjective performance evaluation standards will make salary distribution less motivating.

The 4P model of human resources management focuses on the strategic center of the enterprise, takes "people" and "posts" as the two footholds, conducts quality management, job management, performance management and salary management, and realizes people and positions, positions and positions, Match between people and companies. It enriches and develops the 3P model, guided by the theory of strategic human resource management and human resource matching, and clearly proposes multiple leaps in the process of human resource management, so that relevant management ideas and concepts have specific content and operation space.

Quality management: Based on quality assessment, build a quality model based on corporate strategies and improve the quality of employees. It includes quality acquisition, maintenance, improvement and use management, aiming to improve employees' own and enterprise service capabilities and achieve common development.

Job management: Take the positions in the organization as the target, and carry out job setting, analysis, description, monitoring and evaluation activities. Its focus is on developing an organizational structure that matches the company's strategy, improving employee satisfaction and intrinsic work incentives, and it is necessary to consider a variety of factors to dynamically manage positions.

Performance management: By establishing a closed-loop management of performance planning and expectations, performance implementation and support, performance appraisal and evaluation, performance feedback and development, it develops into a systematic model for assessing, feedback and developing employees' work performance, improving organizational and employee performance, and developing teams With individual potential, promote interaction between employees and managers, and improve employees' sense of accomplishment and belonging.

Salary Management: Emphasizes sharing success and strategic orientation, elevating salary to a strategic level, realizing the transformation from viewing compensation and benefits to human costs to viewing human investment, and from transaction-based wage allocation to win-win compensation management. Its content includes goals, levels, systems, structures and institutional management to meet employee needs and stimulate employee attitudes and behaviors that are conducive to the realization of corporate strategies.

The 5P model of human resources management has been developed richly based on the 3P model. 5P refers to position design, personnel selection, performance evaluation, salary design, and employee work enthusiasm.

Job design: analyze and design existing work, collect information for other human resource management practices, and form work process description books and specification books.

Personnel selection: Enterprises select human resources through recruitment and recruitment, which is crucial for young companies.

Performance evaluation: It is an important management function of the enterprise, which is conducive to promoting employee capacity development and career development and achieving the company's strategic goals.

Salary design: It is an important part of human resource management and plays an important role in attracting, retaining and encouraging talents.

Work enthusiasm: includes soft environmental resources such as corporate culture and employee quality, which affects the development of the company. High-quality employees and good corporate culture can promote the development of the company, but otherwise hinder the development of the company.

The 5P model is a sequential model structure, and job design is the basis. On this basis, personnel selection is carried out, performance evaluation is connected to the past and future, and compensation design is carried out based on the evaluation results. Reasonable compensation design can promote employees' work enthusiasm, and employees' work enthusiasm affects the company's efficiency.