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Human Resource Management Course Paper

With the rapid development of the economy and changes in the competitive environment of enterprises, human resource management courses are one of the core courses of management, and the role and status of human resource management in enterprises have become increasingly prominent. The following is the content of human resources management course papers that I have collected for everyone. You are welcome to read and refer to it!

Human Resources Management Course Papers Part 1

On the Human Resources Management of Public Institutions Question

In recent years, due to the popularization of human resources knowledge in society, people have paid more and more attention to the human resources of public institutions. On the one hand, it is reflected in the fact that the human resources of public institutions have gradually learned from the disciplines of human resources of enterprises. Toward independence; on the other hand, it is reflected in the increased attention from government departments to the general public to the human resources of public institutions. The defects and crises of human resource management in our country's public institutions have been magnified in the spotlight and become the focus of public attention. In recent years, the so-called "elite elimination" and "reverse elimination" of public institutions have been recognized by the public. The following are the current problems and countermeasures of human resources in public institutions:

1. The crisis of human resources in public institutions Questions

(1) The importance of research on crisis management issues of human resources in public institutions.

Although the development of human resource management in our country has gradually matured, research mainly focuses on enterprise human resource management. Although there are also in-depth research on human resource management in public institutions, there are not many, especially in There is no systematic research and discussion on human resources crisis management in public institutions. Public institutions are departments that serve the people and the country. Whether they can effectively serve social and economic development and improve people's living standards is the basic value for evaluating government performance. The key to realizing this basic value lies in whether they can manage the functions that constitute public institutions well. There are tens of thousands of civil servants in the unit. At the moment when human resource crises occur frequently in public institutions, it is very necessary to establish a complete set of early warning and response systems for human resources crises in public institutions.

(2) The manifestations and causes of human resource crises in public institutions.

The most prominent manifestations of the human resource crisis in public institutions in our country are turnover crisis, moral crisis, administrative capacity crisis, trust crisis, and role identity crisis. The human resource crises in these aspects have already become more serious. ; In addition, there are also potential crises in terms of efficiency, cost, selection, incentives, etc. The main reason for the human resources crisis in public institutions is the unreasonable human resources management system. Compared with the private sector, the human resources management model of public institutions is still relatively backward and the foundation is still relatively weak. Enterprises are the main body of the market economy. In order to survive in the market and even achieve sustainable development, they must elevate the development of human resources to a strategic level. Therefore, enterprises are the first organizations to apply modern human resource management methods. They formulate human resources The platform on which the strategy is based is higher. In contrast, the human resources management work of most public institutions is still in the traditional personnel management stage, and the basic work of human resources is relatively weak, making it difficult to effectively play the strategic support role of human resources in achieving the company's organizational goals.

(3) Human resources crisis response strategies for public institutions.

(1) Crisis suspension and isolation strategy. Since the occurrence of human resources crises often has a "ripple effect", if it is not controlled and stopped in time, the scope of influence of human resources crises will continue to expand. The collective resignation of government officials in European countries in recent years is a good evidence of this. Therefore, effective measures must be taken as soon as possible at the beginning of the crisis to terminate and isolate the human resources crisis. Human resource crisis termination refers to the timely termination of obvious human resource crises such as resignations, strikes or safety crises, such as changing leaders and setting up special teams on site to prevent the situation from deteriorating further; the human resources isolation strategy refers to the impact of human resource crises The scope should be controlled to the minimum to prevent it from spreading to other departments and agencies, isolate crisis personnel, and reduce crisis losses.

(2) Crisis public relations strategy. The human resources crisis public relations strategy is to use the opportunity of the crisis to resolve the crisis reasonably and effectively, and conduct publicity to positively highlight the image of the organization and achieve the effect of crisis public relations. This is an important strategy to turn "danger" into "opportunity". Conducting public trials and inviting public supervision can, on the one hand, rebuild people's trust in government departments, and on the other hand, serve as a deterrent to those within public organizations. and supervision function, which is conducive to promoting the supervision and self-supervision of human resources management in public institutions.

(3) Post-crisis comfort strategy. The occurrence of human resources crisis usually exposes the dissatisfaction that is usually hidden in the hearts of organizational management and general staff. Organizations should investigate and analyze employee dissatisfaction and take timely actions to alleviate everyone's dissatisfaction.

(4) Post-crisis human resources restoration. Generally speaking, the best human resources crisis management cannot completely avoid the negative impact of human resources crises. The view that everything will be normal after a human resources crisis is unrealistic and impossible. For example, after brain drain, it is necessary to restore the morale of existing staff.

Therefore, when the human resources crisis is basically under control, public institutions should seize the opportunity to shift the focus of human resources crisis management to human resource crisis recovery work, so that the public institutions can recover from the human resources crisis and enter a normal state as soon as possible.

With the in-depth development of the market economy, human resources, as an important factor in the market economy, have attracted more and more attention from enterprises and institutions. How to perform performance incentives for unit personnel so that human resources can maximize their own value is related to the improvement of employee enthusiasm and work efficiency. Under the current situation, in order to truly implement the performance incentives for personnel in public institutions, we must start from the following three aspects:

2. Implement the performance incentive system

(1) Prerequisite: Health talent allocation mechanism.

For performance incentives, a healthy talent allocation mechanism is a prerequisite for implementation. For a long time, our country's public institutions have not fully invested in the reform of the socialist market economy. The employment system has a strong color of the old system, and the command and management model of supervision and control still exists in large numbers. In reality, the art of management is difficult to display, and it is very common to rely on the issuance of administrative instructions and establishment restrictions to replace management. This phenomenon greatly hinders the personnel performance incentives of public institutions, leads to the further rigidity of the personnel management system of public institutions, and is a huge waste to both institutions and individuals. Therefore, in order to achieve performance incentives, we must first establish a healthy talent allocation mechanism in public institutions. To ensure the healthy development of the talent allocation mechanism, we must start from improving the personnel agency system.

The personnel agency system refers to an agency that, in accordance with the requirements of relevant national personnel policies and regulations, is entrusted by units or individuals to act as an agent for relevant personnel services in the form of social services. The implementation of the personnel agency system can break the immutable connection between employees and units, separate human relations management from personnel management, and give units and employees full rights of choice. On the one hand, public institutions can eliminate unqualified employees in a timely manner through performance appraisal, introduce outstanding talents needed by the unit, motivate employees through adjustments and changes in positions, positions, and professional titles, and promote the healthy development of the unit's business. On the other hand, employees can get rid of the past mentality of "sit back and relax" once "entered", become aware of worries, work hard at their jobs, and achieve the purpose of motivation without receiving additional benefits and rewards. This approach is a win-win for both employees and the unit, and is of great significance for the smooth development of performance incentives.

(2) Performance incentive subject: scientific job position analysis.

For a long time, the personnel management of public institutions has been in a stagnant state. This is mainly reflected in the fact that the setting of positions is quite different from the actual demand, resulting in a shortage of personnel in positions with high demand and the phenomenon of wearing multiple positions. , the remuneration is not proportional to the labor effort; and the staff in positions with low demand are redundant and too idle. In addition to the shortcomings of job setting, it is difficult to transfer job personnel and the cumbersome approval procedures for personnel salary changes are also one of the phenomena of static management. For public institutions, positions are the main means to achieve management. Therefore, in performance incentives, scientific position and job analysis should also be the main body, so as to achieve the goal of motivation. At this stage, the position and job analysis of public institutions should follow the following principles:

(1) Re-examine the setting of positions and job allocation.

Re-examination of the rationality of job setting and job allocation is an important part of performance incentives. Position is the key place for performance output, and job change is an important way to achieve motivation. In view of the current prominent phenomenon of overstaffing in our country's public institutions, the establishment of positions and job allocation should be re-examined on the basis of on-site investigations. Implement the principles of "setting up posts according to needs" and "employing people according to their positions", reduce redundant positions and personnel, and appropriately increase the number of positions and job allocations for positions with relatively large actual demand. Taking the Garden Bureau of a certain city as an example, the city has insufficient tourism resources and few tourists. The main business of the Garden Bureau is to maintain urban greening. However, contrary to the reality, the institution has too many people in the ticketing class and too few people in the greening class, which results in heavy workloads in the greening positions. The staff's salary is only slightly higher than that in the ticketing class, and their enthusiasm has been greatly affected. The emergence of this phenomenon is undoubtedly harmful to performance incentives. It can also be seen from this that the rationality of job setting and job allocation is of great significance to performance incentives.

(2) Improve relevant position and position incentive measures.

Perfect position and position incentives are the key to performance incentives. The personnel management of public institutions should establish the humanistic idea of ??meritocracy and formulate corresponding incentive measures based on the reality of employees and work content. First of all, personnel management should abandon the concept of linking professional titles with administrative positions, not be superstitious about professional titles and blindly provide relevant benefits based on professional titles. The usual international definition of professional title is "a graded title that distinguishes professional, technical or academic level", which is a "title" or "title" awarded to professional and technical personnel, reflecting a person's "grade of professional, technical or academic level"; a job title is It refers to "the job that the position stipulates". In personnel management, it usually refers to the position held at work, which belongs to the administrative sequence. Different positions only represent the level of the position, but do not necessarily represent the level of ability and level.

When giving performance incentives, an excessive tendency toward professional titles can easily overlook the actual work performance and work intensity and difficulty of employees at their posts, resulting in a reverse situation in which incentives deviate from actual work conditions.

(3) The key to performance motivation: an effective and accurate feedback mechanism.

In performance incentives, the establishment of a feedback mechanism is particularly important. Through the use of feedback mechanisms, personnel management can be prompted to adjust performance appraisal dimensions and incentive forms in a timely manner, and the personnel management of public institutions can be carried out smoothly. Judging from the current situation, performance incentives in public institutions are mainly based on material incentives and spiritual incentives. Through the combined use of the two, staff can develop a strong sense of belonging and enthusiasm for their positions and units. In specific practice, deviations in the coordination between the two often occur. In the personnel management of public institutions, the proportion and weight of incentive methods should first be preset according to the actual situation of the position, and a three-dimensional feedback mechanism should be constructed by combining oral feedback with written feedback, employee feedback with leadership feedback, and open feedback with anonymous feedback to achieve the goal. Effective and accurate feedback purposes.

(4) Improvement of the human resources management incentive system of public institutions.

(1) Establish awareness of incentive management. The causes of human resource incentives have actually long been hidden in the daily management of organizations. It is only because organizational managers are careless and have no awareness of motivation and prevention that the problems accumulate over time and finally explode under the stimulation of a certain period of time. Therefore, in the daily management of public organizations, a correct awareness of incentive management should be established, including: human resources incentive concept education, case education, simulated human resources incentive scenario education, and management human resource incentive management knowledge training. At the same time, drills and exercises on human resources incentive management should be carried out in a timely manner.

(2) Set up an incentive management early warning system. The fundamental method of human resource incentive management is to prevent the occurrence of incentives, stop incentives in their budding stage, improve potential influencing factors in a timely manner, and change the shortcomings of existing human resources. Human resources incentive early warning management is to identify representative incentives signs through comprehensive monitoring of the internal and external environment of the organization's human resources, to correctly diagnose and evaluate these signs, to make scientific forecasts before incentive outbreaks, and to take timely response measures. To reduce the organization's human resource incentive losses and achieve healthy management and healthy development of the organization's human resource incentives.

(3) Establish market-oriented human resource allocation. The human resources allocation method has changed from planned to market-based. That is, under the national macro-control, the market plays a fundamental role in the allocation of human resources to change the contradictory situation of talent backlog and talent shortage caused by planned deployment in the past; establish various talent markets in accordance with the principles of openness, equality, competition, autonomy, and merit. and principles, to carry out two-way choices between personal career selection and unit employment, in order to achieve the optimal allocation of social human resources. It allows people with professional talents to give full play to their advantages, and the capable ones are promoted and the mediocre ones are demoted, forming a smooth and effective human resources flow system.

(4) Carry out reforms in the assessment system and job classification. The human resources assessment system is the basis for rewards and punishments, promotions and demotions, salary increases and decreases, training and dismissal of public servants, and occupies a very important position in public servants' human resources management. The current civil servant assessment system is a continuation of the assessment system under the industrial economy. It is far from the requirements of the knowledge economy and is in urgent need of reform and improvement. Updating the content of job classification and establishing a job classification system for civil servants in our country are important prerequisites for clarifying the rights and responsibilities of public officials and preventing the lack or override of power. The job classification system, like job analysis in the private sector, has always been considered the cornerstone of human resource management in public institutions. The National Civil Servants Regulations (Interim) promulgated by our country in August 1993 clearly stipulates that civil servants implement a job classification system. However, until today, our country has not conducted a comprehensive and systematic job analysis of the activities of government civil servants, and has not formulated scientific and standardized job descriptions. This has caused the recruitment, assessment, promotion and other management links in the human resources management of public institutions to lose the cornerstone. Therefore, it is imperative to reform the existing job classification system.

(5) Establish a human resources incentive and response system for public institutions. The establishment of the human resources incentive response system is to enable public institutions to have a set of action guidelines and implementation standards that can be relied upon after the human resources incentives are generated. The human resources incentive response system should include: incentive termination strategy after incentive generation, incentive isolation strategy, incentive elimination strategy, incentive utilization strategy, communication and comfort strategy, post-incentive recovery, incentive evaluation and summary, etc. The incentive response system can ensure that public institutions can respond quickly and take action when incentives are generated to minimize losses and minimize the scope of impact. A complete and effective human resources incentive response system is based on repeated evaluations by experts. Opinions from various departments are consulted and established carefully, especially communication and comfort measures. If implemented improperly, it is likely to be counterproductive and even have serious consequences.

Human Resources Management Course Paper 2

A brief discussion of corporate party building work and strategic human resource management

Corporate party building work and strategic human resource management as an enterprise It plays a very key role in it. Therefore, it is particularly important to do a good job in corporate party building and strategic human resources management. It is not only related to the social and economic benefits of the company itself, but also to the company's social and economic benefits. Future development prospects and trends.

1. The important role of enterprise strategic human resource management

(1) It is conducive to promoting the all-round development of enterprise employees

Competition between enterprises is ultimately Competition between people, the quality and professional abilities of enterprise employees directly affect the stable development of the enterprise, therefore strengthening the enterprise's human resources management can promote the all-round development of enterprise employees, and play a certain role in the selection and appointment of enterprise employees. It promotes the work enthusiasm and initiative of enterprise employees, thereby realizing the value of enterprise employees [1].

(2) It is conducive to promoting the sustainable and stable development of the enterprise itself

By strengthening the enterprise's human resources management, it can train batches of high-quality, professional and responsible enterprises for the enterprise. Employees can also form a think tank of the enterprise and formulate a set of scientific and reasonable legal development plans for the future development of the enterprise, thereby ensuring that various internal systems of the enterprise can be improved and improved, improving the level and quality of the enterprise's own development, and promoting the sustainable stability of the enterprise. develop.

(3) It is conducive to improving the economic and social benefits of enterprises

In the process of enterprise operation in my country, only by continuously strengthening enterprise human resource management can enterprises save labor costs and avoid Unnecessary waste of resources. Only in this way can we maximize the economic and social benefits of the enterprise, fully mobilize the enthusiasm and confidence of the employees, and promote the sound and rapid development of the enterprise. If an enterprise wants to gain an invincible position in the fierce socialist market, it must strengthen its human resources management so as to optimize its internal structure.

(4) It is conducive to improving the core competitiveness of enterprises

First of all, strategic human resource management can achieve good and rapid development of enterprises and fundamentally increase the added value of enterprises. , improve the social and economic benefits of the enterprise; secondly, strategic human resource management is conducive to cultivating excellent corporate culture, enabling corporate employees to establish a correct world outlook, outlook on life and values, stimulating and mobilizing the potential and enthusiasm of corporate employees, and serving the enterprise Cultivate more high-quality, professional employees; finally, through strategic human resource management methods, companies can truly grasp the trends of some outstanding talents, tap more outstanding talents, and fundamentally improve the core competitiveness of the enterprise so that Enterprises can achieve an invincible position in the fierce socialist market economy [2].

2. The connection between enterprise party building work and strategic human resources management

(1) Enterprise party building work must adhere to the path of strategic human resources management

The "Articles of the Communist Party of China" once clearly stated: "Enterprise party building work is a basic component of party building in nature and has a core role and status in the entire enterprise development process. It can not only ensure that the enterprise Discovering in the normal direction can also improve the economic benefits of the enterprise and improve the relevant management system of the enterprise [3]. It can be seen that doing a good job in enterprise party building is an inevitable requirement for the continuous improvement of the enterprise system. Therefore, if you want to improve the enterprise. The quality and level of party building work are inseparable from adhering to the direction and path of strategic human resources management. Enterprises can only designate a set of scientific and reasonable enterprise development directions, adhere to the ideals and beliefs of seeking truth from facts and advancing with the times, and based on the actual needs of enterprise development, Only by formulating different talent development strategies and talent development mechanisms that are consistent with the actual situation can the organic combination of party building work and strategic human resource management be achieved, so as to achieve good and rapid development of the enterprise.

(2) Enterprise strategic human resource management must meet the development requirements of party building work

Strategic human resource management, as the name suggests, is the selection of talents and the conduct and ability of enterprise employees. Assessment system, therefore, in the process of actual selection and employment of employees, enterprises should unswervingly adhere to methods and standards that have both ability and political integrity and focus on morality. This requires outstanding corporate talents to have good personal qualities and resolutely support * The leadership of the Communist Party of China can establish a correct world outlook, outlook on life and values. Only in this way can it make more contributions to the enterprise on the basis of its own advantages. It can be seen that the strategic human resources management of enterprises must conform to the development of party building work. The actual requirements are to truly keep pace with the times, pioneer and innovate, innovate on the basis of practice, and practice on the basis of innovation, so as to cultivate more high-quality and professional talents with both ability and political integrity for the enterprise.

3. Effective strategies for corporate party building work and strategic human resources management

(1) Improving the overall quality of corporate party building staff

Corporate employees The level of quality is directly related to the development of the entire enterprise. Therefore, in order to improve the overall quality of the enterprise's party-building staff, it is necessary to retrain the enterprise's party-building staff and strive to improve their professional level and their own quality, such as: hiring Well-known personnel give lectures to corporate party-building staff to improve their management and organizational capabilities, so that corporate party-building staff can establish correct ideals and beliefs, and establish a correct world outlook, values ??and outlook on life. In addition, enterprise party building staff should establish the ideological concept of lifelong learning, strive to improve the service awareness and service level of enterprise party building staff, establish a work philosophy of serving people wholeheartedly, and strive to cultivate more high-quality talents for enterprise construction.

(2) Improve the management mechanism of enterprise party-building staff

In the entire enterprise party-building work, enterprises should establish and improve the management mechanism to improve the overall quality and level of enterprise party-building staff. It is not only necessary to understand the work situation of party-building staff, but also to understand their ideological status and living conditions, organize and carry out party-building work, and enable enterprise party-building staff to play a positive role as role models and leaders. In addition, enterprise party building staff should also establish and improve the enterprise fierce system and assessment system. It is not only necessary to improve the internal management of enterprise party building work, but also need to improve the external management mechanism of enterprise party building work. Enterprises should strive to improve enterprise party building staff. This will not only help improve the enthusiasm and initiative of the company's party building staff, but also mobilize and stimulate the staff's sense of corporate responsibility and ownership, promote the sound and rapid development of the company, and raise the company to a new height. [4].

(3) Innovative enterprise human resources management model

Under the new situation, more emphasis is placed on the concept of "people-oriented". The traditional enterprise human resources management model is no longer in line with the needs of modern society. Development, therefore only by innovating the enterprise human resources management model, truly advancing with the times, pioneering and innovating, innovating on the basis of practice, and practicing on the basis of innovation, can the employees of the enterprise be placed at the core position, thus fully mobilizing The enthusiasm and initiative of enterprise employees can stimulate the innovation ability and innovation consciousness of enterprise employees. Only in this way can the overall structure of enterprise human resources management be optimized. Enterprises should strengthen the guidance and guidance of enterprise employees, so as to give full play to the initiative and enthusiasm of enterprise employees, further improve the overall quality and level of enterprise employees in combination with the actual needs of enterprise development, improve the sense of responsibility of enterprise employees, and adopt the people-oriented concept throughout the development of the enterprise.

(4) Improve the enterprise human resources management system

As the core link of the entire enterprise management, the enterprise human resources management system plays a very important role in it. Therefore, only a complete set of Scientific and reasonable enterprise human resources management system, and gradually improve the human resources assessment system and human resources performance management system. Only in this way can the enterprise absorb more outstanding talents, and only in this way can the enterprise human resources management system be more scientific, rational and systematic. ization, thereby gradually integrating the human resources management system into the daily management of the enterprise.

(5) Give play to the core role of basic party building

Enterprises must truly implement party building work, gradually improve the quality and level of enterprise development, and ensure the enterprise's strategic human resources management system To be guaranteed, we must play the core role of basic party building and achieve effective communication between corporate party building managers and corporate employees. Only in this way can the concept of strategic human resources management be deeply rooted in the hearts of the people. At the same time, enterprises should also strengthen the education of enterprise party building management staff, so that they can establish a sense of ownership and become the management backbone of the enterprise's party building work, truly realize the development of the enterprise's conscience, and on this basis promote the good and rapid development of the enterprise, so as to The core competitiveness of enterprises can be further enhanced.

To sum up, at this stage, under the influence of the trend of economic globalization, this is both an opportunity and a challenge for the development of enterprises. Therefore, if enterprises want to be in an unfavorable position in the fierce socialist market competition, To avoid failure, we must innovate corporate human resources management models, improve corporate human resources management systems and other methods, improve the overall quality of corporate party-building staff, and improve corporate party-building staff management mechanisms and methods. Only through the above measures can we improve the effectiveness of corporate human resources management. Overall quality and level, optimize the enterprise's human resources management structure, maximize the economic and social benefits of the enterprise's human resources management, and promote the all-round development of the enterprise's employees. In short, doing a good job in enterprise party building work and strategic human resources management is a long and arduous task, which requires the joint efforts of the party and the government, relevant enterprise managers, and enterprise employees. Only in this way can the enterprise be promoted to a good place. Developing quickly.