Human resource management refers to a series of human resource policies and corresponding management activities adopted by enterprises by using modern scientific methods.
Relocation is a kind of management behavior to realize the development goal of enterprises. Including the formulation of enterprise human resources strategy, the use and selection of human resources, the education and training of employees, the organization and deployment of manpower and posts, performance pay and so on.
Plan, organize, guide, control and coordinate a series of activities such as the improvement and management of salary mechanism.
Compared with state organs, the entry threshold for staff in public institutions is relatively low.
Low, the promotion standard is more complicated; Compared with enterprises, there are few fundamental changes in the management mode and structure of public institutions, but it is also easy to cause employees' initiative. Therefore, the mechanism has its special characteristics.
Quality and function, combined with the realistic background of China's market economy transition and enterprise restructuring, have great influence on the entrance, employment and export of human resources management in public institutions.
Problems existing in human resource management of public institutions in China
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The concept of human resource management is backward. Over the years, the concept of human resource management in public institutions in China is relatively traditional, and the transformation to modern human resource management concept has not yet been completed. Personnel management is mainly centered on "things" and requires people to go.
Adapt to "things", always emphasize that individuals obey the organization, and do not take personnel management as the first resource to realize the development of the unit in an important position. Due to the lack of advanced human resources concept, we don't fully understand its methods and functions.
The mode of human resource management in public institutions is basically carried out according to the phased tasks that employees obey the work and arrangement of the organization, while the organizational structure of public institutions is distinct, and the human resource management department directly obeys the decision of the unit.
Leaders at all levels often can't communicate effectively with business departments, and leaders and employees can't communicate well, lacking the necessary understanding channels. This kind of power is too centralized, and it emphasizes subjective will in human resource management.
The way is often not conducive to the rational development and utilization of human resources, and the lack of understanding and backward concepts limit the improvement of human resources management ability of public institutions.
The model of human resources development is rigid
Change. The concept of talents in public institutions is lagging behind, the mode of human resources development is rigid, and it lacks advanced nature, which fails to select talents reasonably and use talents scientifically. First, the organization lacks personnel acquisition and selection.
Lack of "three public" system, that is, fair, just and open employee recruitment process, this phenomenon is particularly obvious in the process of introducing middle and high-level talents. Second, the organization has not implemented human resources regulations based on organizational strategy.
Planning, lack of clear staffing structure, and "big pot" management system lead to serious overstaffing. At the same time, most of the employees in public institutions are nepotism and related households within the unit, and most of the personnel promotions are proposed by the leaders.
The idea of fame and privilege still exists, the mechanism of fair competition and survival of the fittest has not been fully introduced, and the selection and appointment pay attention to seniority. This unscientific talent view of seniority and identity has become a barrier for outstanding talents.
Land Rover easily leads to a relatively weak sense of responsibility and crisis among cadres and workers.
Lack of scientific and reasonable talent allocation. Institutions in China generally lack the idea of optimizing the combination of talent allocation and market.
Reading, you can't completely match the employee's ability with the work task. Due to the influence of historical thinking, its post setting and staffing mainly depend on the will of leaders, lacking clear overall planning, and often being systematic.
The formulation has not been carried out in a targeted and scientific way according to the actual situation of the unit, nor has it been implemented according to the needs of business characteristics, technical types and management coordination. Workers often point to where to fight according to the intention of the leaders, but they can't.
Really set up posts according to things and appoint people according to posts, so that talents are not used or used, or even idle. Moreover, the personal qualities of these employees are uneven, and most of them are overstaffed and unable to play their expertise in suitable positions.
For a long time, people have not made the best use of their talents, and there is a lack of scientific and reasonable talent allocation, which has caused great waste of existing human resources.
The human resources training system is not perfect. Currently, China
The management system and training system of staff training in public institutions need to be improved. Some institutions don't even have a complete and scientific human resources training system at all. Even if they do, they pay more attention to the arrangement of superiors and ignore the strategy of the training system.
Sex, lack of long-term planning and effective adaptation measures. The imperfection of human resources training system leads to the lack of relevance and pertinence between employee training content and their own jobs, and pure theoretical training is limited to one item.
The training plan ignores the long-term work development of employees.
The incentive mechanism lacks differences. There are still unscientific, unfair and unreasonable salary mechanisms and assessment mechanisms in public institutions.
Phenomenon. At present, the wage distribution of public institutions in China still adopts a unified model based on post level, which is simply divided by administrative level, which can not fully reflect the distribution principle of more work and more pay and the ability price of individuals in the same position.
Value, resulting in unfair distribution, to some extent dampened the enthusiasm and creativity of employees. Static, one-sided and extensive assessment mechanism can not fully reflect the working status of employees in the whole process.
Reform measures of human resource management in public institutions in China
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The new concept of human resource management plays down the concept of "right" and strengthens the concept of "service". With the acceleration of market economy in public institutions, talents have become their core competitiveness, and the focus of management should also be changed. undertaking
Units must start from the leadership level, establish the core idea of people-oriented modern human resource management, re-recognize the value of human resources and its management methods, and transform the traditional concept of personnel management into modern human resource management.
Management concept, and implement it in unit decision-making and daily management. At the same time, the concept of "right" is diluted and the concept of "service" is adhered to. Institutions should jump out of the traditional "power center" and carry out human resource management.
New ideas of providing needed services for employees.
Carry out medium and long-term human resources planning and improve the employment mechanism. With the deepening of institutional reform in public institutions, human resource planning has been
To become an important guarantee for the sustainable development of an organization, its ultimate goal is to create a good environment for the growth of human resources at all levels, provide a good platform for talents to create value, and achieve a win-win situation for talents and units. First, you need
It is necessary to consider the future environmental changes and development trends of the organization, increase capital investment in the process of human resources development, re-evaluate the internal human resources situation of the unit under the guidance of the unit development strategy, and formulate a forward-looking medium-and long-term strategy.
Human resource planning in this period. Second, deepen the reform of the personnel system and improve its own employment mechanism. Pay attention to the development and management of human resources on the basis of marketization, and gradually implement public institutions in accordance with the cadre management authority and related procedures.
Political leaders have changed from life tenure, traditional single appointment system and multi-head management system to direct appointment, election appointment, competitive appointment and other appointment forms. When making the development plan for managers, increase public institutions.
Development of middle and senior management talents. It is necessary to conduct talent inventory in the form of on-the-job development and off-the-job development to determine existing employees and possible candidates. Professional and technical personnel and workers in public institutions
The determination of personnel should be in accordance with the requirements of the personnel system reform of public institutions, giving the person in charge of the unit full autonomy, and establishing a "competitive incentive" of fairness, openness, merit-based admission and survival of the fittest in the promotion, use and promotion of talents.
Encourage the talent mechanism, implement open recruitment and competition for posts, strengthen the sense of competition and crisis of all kinds of talents, and mobilize the enthusiasm of work.
Clear responsibilities, implement post management and adjust personnel.
The combination of strength and resources. The human resource management of public institutions needs to change from setting posts by people to employing people by posts, and unify all the work of human resource management to avoid disorder in the process of human resource allocation. First, through the employment system, make
The administrative leaders sign employment contracts with the competent departments, define their job responsibilities and objectives in accordance with the principle of separation of government affairs, and give necessary autonomy in the management of internal institutions and middle-level personnel; Second, for public institutions.
Middle and senior managers should draw up job requirements, clearly define the qualifications of management knowledge, skills and experience of managers, and draw up job descriptions according to different positions and tasks; Third, reality.
Professional and technical personnel employment system, institutions should be based on the principle of openness, equality, merit, independent employment of professional and technical personnel and management personnel. At the same time, it is necessary to clearly define the responsibilities between the unit and the employees.
Ren, right. Only by defining the position of responsibilities, implementing post management and adjusting the combination of human resources can we finally improve the level and effectiveness of human resources management in public institutions.
Strengthen human resources education and training.
Training, improve employee career development plan. First of all, institutions need to determine the content of employee training according to the principle of moderate advancement to ensure the forward-looking and rationality of human resources education and training. Through lectures or symposiums
The form of training demand investigation, combined with the work characteristics of this unit, improves the effectiveness and pertinence of training. At the same time, to ensure that the training content can not only include job skills, but also pay attention to strengthen the professional ethics of employees, so that they have.
Prepare for the higher ideological and moral level of public institutions. Secondly, the training and education of employees in public institutions should combine the personal development of employees with the development of the unit to stimulate the collective sense of honor and mission of employees. Need to use advanced
Corporate culture and ideas arm employees' minds, stimulate employees' internal work motivation, and on this basis, combine employees' personal growth and development needs, give employees promotion expectations for future work, and urge employees to do a good job in personal career development.
Row. Finally, we should pay attention to the training of middle and senior managers in public institutions. Tailor-made development projects for managers, update and change traditional management concepts and methods, and effectively improve their management skills.
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Introduce competition mechanism and establish a scientific and reasonable performance management system. Colleges and universities should introduce competition mechanism with brand-new ideas and establish a scientific and reasonable performance management system. First of all, to
In order to give full play to the effectiveness of performance appraisal, we should explore new appraisal standards, proceed from reality, and take the quality required for undertaking the current work and the conditions required for completing the work objectives as the basic basis according to the situation of different ministries.
Door, different levels of internal work tasks clear assessment content. Secondly, increase the standardization of assessment work and increase the operability of performance appraisal. Increase the dynamic evaluation index used to check liquidity and temporary tasks,
Ensure the long-term management of assessment work from all aspects, ensure the accuracy and fairness of employee assessment results, be consistent with the organization's goals, and maximize the interests of the organization and employees. Finally, the introduction of competition mechanism, for all kinds of
Talent job differences, explore the establishment of salary management distribution system in line with the characteristics of public institutions. More importantly, in the implementation process, performance pay and rewards and punishments should be paid in time, so as to reward the excellent and punish the poor, and reward the diligent and punish the lazy.
The employment mechanism of "those who are capable are superior, those who are equal are inferior, and those who are mediocre are inferior" has formed a good atmosphere of "Excellence"
If in doubt, please consult the public education enterprises in China.