Using the knowledge of human resource management in public organizations, this paper discusses how to implement effective human resource management in public organizations in a simple way, which has certain guiding and practical significance.
Keywords: public organizations; Mechanism; manpower management/scheduling
As we all know, human resources are the most precious and decisive of all human resources. In order to develop its own economy and participate in the fierce market competition, organizations need talents most, and the most important thing is to let organizations have a comprehensive level of relatively high-quality human resources. If an organization can have unlimited human resources, the success rate of its prosperity and development is very high. However, in real social life, constrained by geography, economic capacity, social politics, culture and many other factors, the human resources owned by an organization are bound to be limited, and its comprehensive level of human resources is difficult to occupy the highest position in this field.
First, the definition of concepts related to human resource management in public organizations
The human resources of public organizations are the main components of the human resources of the whole society, and the human resources management of public organizations is also a part of the human resources management system of the whole society, which respectively have the meanings and attributes of human resources and human resources management in the general sense. So, what is a public organization? Economist Hicks once defined public organizations as organizations that provide services and products. The scope and types of services and products it provides are not determined by the direct wishes of consumers, but by government agencies, and in a democratic society, by representatives of citizens. Public organization is a form of organization relative to private organization, which is based on public power, produced above the society and has obvious compulsion. The legitimacy of the existence of public organizations is trusted and supported by the public. Public organizations manage public affairs according to law, and their goal is to seek the public interests of society, be responsible to society and the public, and not be partial to the unique interests of a political party or group.
Second, the current situation and existing problems of human resources management in public organizations in China
(A) the current situation of human resources management in public organizations in China
There are many reasons for the problems in human resource management of public organizations. From the analysis of historical and realistic conditions, there are mainly the following aspects at present:
1. The main unit of human resource management lacks initiative and the social environment is poor. Many leading cadres don't know clearly the "talent effect", especially the role of key talents. They don't know deeply that science and technology are the primary productive force, talents are the first resource, and they are the most important and powerful resources under the conditions of market economy. In personnel management, the transformation from personnel file management to human resource management to talent capital theory has not yet been realized. There are not many ways to mobilize the enthusiasm of the main unit of human resource management. With the enrichment of material wealth and the progress of society, improving the quality of life and realizing the free and all-round development of individuals are the goals that everyone yearns for and pursues.
2. Talent itself has defects and deficiencies. Observing the current situation of the talent team, we can easily find that some people are content with the status quo, intoxicated with their existing expertise and achievements, insensitive to the rapidly changing world, lacking enterprising consciousness and urgency in the face of great challenges, paying insufficient attention to continuing education and training, ignoring knowledge renewal, potential development, self-improvement and ability reserve; Some are disturbed by the external environment and the impact of secularization, deviating from the goal orientation and value pursuit, which are characterized by excessive quick success and materialism, weak sense of cooperation and team spirit, and divorced from the whole and the public; .
3. The policy mechanism is not active and the system guarantee is weak. A perfect talent policy and flexible talent mechanism, and a fair, open and just institutional environment are the guarantee for introducing, retaining and exerting talents. On the one hand, the talent policy lacks systematicness. Most places have not yet formed a set of talent policies and measures that meet the requirements of market economy and the rules of talent allocation, and it is difficult to guide and standardize human resource management, talent allocation, talent structure adjustment and resource integration. On the other hand, the talent market is developing slowly and the reform of personnel system is lagging behind.
4. The strategic planning of human resource management lags behind. At present, some localities and units are unclear about this, and the strategic planning work is seriously lagging behind. Some leaders and planners don't know the connotation of talent and human resource management clearly, or they don't have a long-term vision, are not broad-minded, and have serious short-term behavior. They lack long-term consideration and design for the talent team construction of their units, resulting in the backward situation of their planned plans.
(B) the current problems in human resources management of public organizations in China
1. The human resources development environment of public organizations is not perfect. The reform of the personnel system of publicly elected cadres aims to create an open, fair, just, competitive and merit-based environment and create good conditions for outstanding talents to stand out. However, at present, the problem of people getting on and off is still very prominent.
2. The working method is not scientific enough. The overall arrangement, macro guidance and organization and coordination of talent training are not clear enough. Relying on the natural growth of talents to choose, the work lacks foresight, often cramming when needed, and the work seems to be hectic and passive, failing to develop and introduce human resources that meet the needs of career development.
3. The management mechanism is not flexible enough. There are also phenomena such as seniority, perfect blame, "being an official with excellent academic qualifications", diploma orientation, identity orientation, age orientation and professional title orientation. The channels for knowing people are narrow, the selection method is outdated, and the mechanism of openness, equality, competition and merit selection is not perfect, making it difficult for outstanding talents to stand out; The value of talents has not been fully reflected, and enthusiasm and creativity are difficult to play. The reform of cadre and personnel system is not deep enough, and the mechanism of talent selection and appointment and management supervision and incentive is not flexible enough.
4. There are deviations in ideological understanding. In practical work, some leading cadres have insufficient understanding of the importance and urgency of this work, showing a lack of dedication to training and use. At the same time, influenced by traditional ideas such as seniority and balanced care, a set of conventions on ranking, seniority and age have been formed in the training and selection of talents. Especially in the use of party and government leaders, they pay more attention to the order of joining the team and the length of service, are afraid of breaking the balance, and are used to looking at people with old eyes, which makes talents with development potential not be reused and affects those cadres with pioneering and innovative spirit to give full play to their abilities. We cannot take measures to solve the problem of talent export, especially the problem of "demotion" of cadres, for fear of offending people and hurting feelings.
5. The management system is not perfect. Although the personnel department of public institutions has mastered a certain number of talents, the system of how to manage talents is still not perfect. There are still some obstacles in how to give full play to the role of human resources management departments and actively cultivate and introduce talents. The human resource management department did not play its functional role.
Three. Policy Suggestions on Human Resource Management Reform of Public Organizations in China
With the rapid development of science and technology and economic globalization, the social division of labor is becoming more and more detailed and the degree of specialization is getting higher and higher. The types of talents used for organizational development and the expenditure for absorbing and retaining human resources are also increasing. Establish a mechanism that is conducive to all kinds of outstanding talents to stand out and give full play to their talents, and open up a "fast lane" that is conducive to the healthy growth of outstanding young cadres. In order to solve the problem of "the main problems existing in human resource management in public institutions", we must effectively solve the shortcomings of the existing talent mechanism and vigorously promote the innovation of the talent mechanism in order to establish a mechanism that is conducive to all kinds of outstanding talents to stand out and give full play to their talents. Put forward the following countermeasures:
(A) the globalization and informatization of human resource management
This is determined by the globalization of the organization. The globalization of organization inevitably requires the globalization of human resource management strategy. Through the development and training of human resources, our managers and managed personnel have a global concept. Adapt to the requirements of the times, improve the market management mechanism and implement the market-oriented operation of human resource management. Gradually combine the basic role of the market in the allocation of human resources with the macro-allocation and policy guidance functions of the Party and the government, strengthen the use of value laws and economic means to manage talents, vigorously strengthen the construction of the talent market, and establish and improve socialized service systems such as talent pension, medical care, disability social insurance, talent mobility service, and talent mobility dispute arbitration, so as to realize the transformation from administrative means to economic means to manage talents, make unit selection and individual employment realized through the talent market, and promote the marketization and standardization of talent management.
(B) fuzzy leadership boundaries
In public organizations, the boundary between the leader and the led becomes blurred, and knowledge is replacing authority. A person's value to public organizations no longer depends only on his management position, but on his knowledge and information. The relationship between the leader and the led is based on trust, communication, commitment and learning. The characteristics of knowledge workers require a fundamental change in leadership style. Trust, communication, commitment and learning have become new ways of interaction. It is necessary to establish a knowledge work system and an innovation authorization mechanism.
(C) the establishment of an open talent selection mechanism
Accelerate the construction of a "green channel" that is conducive to outstanding young cadres to stand out. Under the open social conditions, talents are cross-border, cross-regional and cross-industry, so we must broaden our horizons and form an open talent selection mechanism. Establishing an open talent selection mechanism that is conducive to all kinds of outstanding talents to stand out and give full play to their talents is a brand-new talent selection mechanism that follows the different laws of the growth of similar talents, fully embodies the principles of openness, equality, competition and merit selection, and is oriented to expanding democracy, improving openness and transparency, and introducing competition mechanisms. It is also a new talent selection mechanism to meet the challenges of China's entry into WTO, increasingly socialized talent distribution and increasingly complicated social life.
(D) the establishment of a guidance mechanism conducive to the healthy growth of talents
The rapid growth of outstanding young cadres is the result of self-selection, subjective efforts, current situation and organizational training. Self-choice and subjective efforts are important, but it is also important to cultivate situations and organizations. Establishing and cultivating organizations is a dynamic "other-oriented" organizational catalytic behavior and a catalyst for the growth and maturity of outstanding young cadres. It is necessary to strengthen the education of ideals and beliefs, ideological and political education, discipline and style education, moral and legal education, scientific and cultural education and other aspects of outstanding young cadres, and guide them to firmly establish Marxist world outlook, outlook on life and values, and firmly establish a correct view of power, status and interests.
(5) Establish and improve the theoretical training and practical training mechanism for talents.
In the new historical period, the diversification of social interests, the change of people's ideas, the influence and penetration of market economy laws on various fields of society, and the improvement of the degree of informationization and networking in modern society have all put forward new topics and requirements for talent education in the new period. In personnel training, we should have strategic thinking and vision and take a new path. We should keep pace with the times, constantly reform and innovate the contents, methods and mechanisms of education and training, and explore a new way of talent training that combines theoretical training with practical training, purposeful and focused main channel training with activating internal motivation and self-training. In practice, it is necessary to strengthen follow-up inspection, adjust the environment and post of talents according to their actual performance, and effectively enhance the actual effect of exercise.