Unreasonable allocation of resources leads to the phenomenon of excessive resources. The solution is to optimize the allocation of human resources, rationally allocate everyone's work tasks and make full use of all resources.

Specifically:

1. This story reflects a problem of human resource planning. Human resource planning refers to the allocation and use plan of human resources based on the existing human resources situation, in order to achieve the expected strategic goals of enterprises and meet the development needs of enterprises. Human resource planning should scientifically predict the manpower needed for the future development of enterprises, especially the structure and quantity of human resources. The problem of "three monks" can be said to be caused by the lack of human resources demand analysis or unscientific demand analysis. In other words, the number of monks needed for the post of "carrying water" was not accurately predicted in advance, and the law of diminishing marginal utility of personnel was not considered. But according to the logic of 1+ 1=2, thinking that more people is a good thing, so this kind of uneconomical and inefficient thing appeared. The allocation of human resources should also be consistent with the enterprise scale and organizational resources, otherwise it will not produce high efficiency. In the story, "organizational resources" has only one burden of carrying water, while "human resources" has three monks. Human resources exceed the actual needs and cannot be coordinated with organizational resources. Even if monks struggle to carry water, it will not produce high efficiency. Monks carry water, and the staffing is not scientific. Because people set up posts, they set up posts specially for monks to carry water. With monks, they can use it in this post, regardless of whether monks can sweep the floor and cook. Because people set up posts, there are more and more redundant staff and the efficiency is getting lower and lower. Not only is the efficiency of the team not as good as that of the individual, but it also affects the enthusiasm of the individual, resulting in no water for everyone to drink.

2. This story reflects the problems of job analysis and job description in human resource management. Job analysis and job description are the basic work of human resource management, and also the basis and guidance for a post to carry out its work. Usually, the job content, scope of responsibilities, power interests, working relationship and responsibilities of a post are explained, so that the staff of the post can actively and independently carry out their work. In the story of the three monks, there is no explanation of the post of carrying water, nor is there a clear division of labor, responsibility, power and benefit among the three monks. No explanation. Today, the big monk carries water, two monks supervise, and the big monk is responsible for not drinking water. Tomorrow, two monks carry water, and the young monk is in charge of the assessment. The little monk carries water the day after tomorrow, and the big monk is responsible for not drinking water. Because there is only one water bearer, we can carry water in stages, batches, divisions and links to realize the rational allocation of resources. The story does not break down the work of carrying water into a certain link through the job description, nor does it let the three monks take responsibility in different links. Monks, big and small, carry water together, regardless of priority or order. Because there is no clear responsibility, everyone has a responsibility and everyone is irresponsible. Since they are not responsible, the three monks are not responsible.

This story reflects a problem of incentive and reward system. A reasonable salary system needs to achieve absolute fairness in qualifications and academic qualifications, qualifications and ranks, emphasize more for more work in ability, contribution and performance, and distribute according to performance and contribution to achieve relative fairness. Only in this way can we stimulate the enthusiasm and creativity of every employee and work hard to achieve organizational goals. The three monks in the story do not have a fair and reasonable reward distribution system. They don't distribute according to work, nor do they distribute according to contribution. They don't choose more and drink more, and they are egalitarian. Distribution does not consider the qualification of first come, first served, and does not allocate according to ability and performance. Therefore, monks who suffer from carrying water no longer carry water, and those who do not carry water do not carry water. Everyone has no enthusiasm for carrying water. Then where can they drink water? Everyone carries water to drink, and monks who take the initiative to carry water or carry more water are not rewarded. Monks who don't carry water and sit empty have no punishment and no enthusiasm to carry water. Who will carry the water and where will it come from?

This story reflects a career planning problem. Career planning for employees can provide an upward path, build a reasonable talent echelon for enterprises, make all kinds of talents flow in enterprises and realize the optimal allocation of human resources. In the story, the old monk is already familiar with the skill of carrying water. He knows how to improve the efficiency of carrying water, so he can develop his ability in other aspects. However, he was still asked to carry water in the temple. When the second monk came up, he was not given a chance to rotate his post or get a promotion, or asked him to sweep the floor, or went to the library (sutra depository) to protect the law, which led to the situation that two monks were carrying water to drink. When the young monk comes, there is still no plan from the other two monks. There is no big monk to cook or be the abbot. There are no two monks sweeping the floor or going to the Sutra Pavilion. There are no big and small monks carrying water together. It is no longer fun to carry water. Who wants to choose?

This story reflects a question of performance appraisal. Without performance appraisal, there is no pressure not to carry water. Without performance distribution, there will be no trouble of not mentioning water. Without performance appraisal, there will be no last elimination. In the story, there is no target for monks to carry water, no KPI evaluation index for the efficiency and quantity of carrying water, no stipulation on how much water monks should carry and how much water they can carry to give full play to their potential, no evaluation and assessment on whether monks can carry water (the problem of going to work), how long it takes him to carry water for a trip (the problem of contribution) and how much water he carries a day (the problem of life), and no reward or promotion is given to monks who carry more water. Don't pick one thing, pick more and pick less. Smart monk, who will carry the water?