Analysis on Human Resource Management of Public Sector in China

Starting with the concept, characteristics and incentive mechanism of human resource management in public sector, this paper tries to analyze the problems existing in human resource management in public sector in China and their causes, and puts forward practical countermeasures and suggestions.

Keywords: public * * * department; Human resources; operate

One of the important contents of the decision to deepen reform put forward by the Third Plenary Session of the 18th CPC Central Committee is to deepen the reform of the administrative system. The reform of the public sector, including the administrative department, is an indispensable link in the current reform. In order to realize the efficient operation of China's public sector, it is necessary to establish a scientific, effective and reasonable human resource management system for public sector.

1 Concept and characteristics of human resource management in public sector

1. 1 Public * * * The concept of human resource management refers to a series of management behaviors such as planning, developing, encouraging and evaluating human resources within an organization to achieve its management objectives. Human resource management in public sector refers to the organic whole of a series of behaviors, such as the optimal allocation of resources, the cultivation of personnel quality, the development of employees' ability and the planning of organizational system, in the process of exercising state administrative power and managing state and social public affairs.

1.2 characteristics of human resource management in public sector ① value orientation of public sector: public interest rather than personal interest is the basic value orientation of human resource management in public sector. ② Political management behavior: The government is the core of the public sector and plays a vital role in the authoritative distribution of social values. Therefore, human resource management in public sector inevitably has some political overtones. ③ Complex management level: The public sector is a hierarchical organizational structure system. Different from private enterprises, it is more complicated in the division of personnel management authority and the acquisition and use of human resources. ④ Difficult performance evaluation: public * * * departments produce public * * * goods, which are not competitive and can be consumed without going through the market. It is difficult to quantify and determine the individual contribution share, so there are various difficulties in evaluating the performance of human resources in public departments. ⑤ Strict laws and regulations. By exercising public power, we can not only help realize public interests, but also use it for personal gain. Therefore, it is necessary to formulate special laws and regulations to control and supervise the different links of human resources management in the public sector.

2 Analysis of the problems existing in human resource management of public sector in China

2. 1 The lag of management concept is different from the traditional personnel administration. Modern human resource management should put? People? As the core of management philosophy. Management should not only stay in the control of people, but also manage people as an active resource, linking the exploration of people's potential with the realization of public organization goals, thus stimulating employees' initiative and creativity and enhancing organizational ability. However, at present, many public departments in China are still accustomed to using people as a tool to achieve organizational goals and only pay attention to the control of people.

2.2 There is no scientific and reasonable competition mechanism, and job promotion is the most powerful incentive. At present, the post promotion system in China's public sector is not perfect and scientific, mainly in the following aspects: strict conditions and procedures have not been established, which is not conducive to the growth and long-term rational use of employees; Lack of unified and clear measurement standards; Lack of open and democratic supervision system and relevant legal protection, there are bad phenomena such as cronyism and cronyism.

2.3 Lack of standardized performance appraisal system as an important way to select outstanding management talents, there are two main problems at present: First, lack of objective evaluation criteria, right? Morality, ability, diligence, success and sincerity? The weights of these five aspects lack quantitative standards; Second, the assessment results have not been effectively used, and the specific relationship between the assessment results and salary and post adjustment has not been established.

2.4 Lack of incentives, and single material incentives for public sector employees, which can not arouse their enthusiasm; Spiritual encouragement is a mere formality, focusing only on dedication and not on interests, so it is difficult to play its role; Lack of diversified incentives based on tapping employees' personal potential; The disciplinary mechanism is pale and powerless, and the tenure system of public officials makes them feel no sense of crisis.

2.5 Human resources training content does not match the actual work needs. There are three problems in human resources training: first, there is no systematic analysis of training needs, the training objectives are unclear, and the training effect cannot be evaluated; Second, the training content is not scientific enough, similar to the courses in colleges and universities, especially the training of civil servants mainly focuses on ideological and political theory courses, lacking the comprehensive development and cultivation of potential; Third, the training mode is lagging behind, or the traditional face-to-face teaching is dominant, lacking new training modes such as scenario simulation and quality development.

3. Problems and countermeasures of human resource management in public sector in China.

Human resource management in public sector should not only break the old management concept, but also reform the backward management system. It is necessary not only to formulate a set of personnel policies that keep pace with the times, but also to solve the problem of legalization of human resource management at present. According to the actual situation of human resource management in China, I try to put forward the following related countermeasures and suggestions:

3. 1 Pay attention to employees' motivation. To give full play to employees' subjective initiative, we must establish management ideas that match the market economy, attach importance to and give full play to people's role, and establish a sound incentive mechanism. Attention should be paid to the training and development of personnel, so that they can enhance their service awareness in a short time and constantly explore the potential and innovation ability of employees.

3.2 Reform the competition mechanism and improve the incentive effect. First of all, public sector leaders should change the concept of employing people and implement a competitive mechanism in which treatment depends on contribution, posts depend on competition and opportunities depend on ability. Secondly, we should establish an effective incentive mechanism, deepen the reform of personnel and income distribution system, and learn from the rich experience of enterprise human resource management.

3.3 Establish a fair and flexible salary system, and a reasonable salary system has a great incentive effect. It is necessary to increase the flexibility of public sector workers' income and make employees' income match their responsibilities and risks. The salary level of public sector staff should be adjusted according to the differences of specific institutions in the public sector. Supervise the upper and lower limits of wages of employees at all levels and the fluctuation of wages to ensure fairness and reasonableness.

3.4 Improve the performance evaluation system to make it more scientific. First, the evaluation index should be set according to the specific situation of the unit to avoid subjective deviation of the evaluation results; Secondly, we should pay attention to the implementation of all aspects of the assessment and standardize the assessment procedures. In addition, we should give full play to the role of democracy and listen to the feedback from employees. Finally, the assessment results should be transparent and linked to the salary, welfare and post adjustment of employees.

3.5 The following measures can be taken to improve the training content to make it conform to the actual work: First, a series of scientific analysis methods are used to analyze the training needs and determine the training objectives according to the analysis results; Second, we should constantly update the course content of training, and combine the training of professional skills with the edification of humanistic spirit; Third, we should introduce advanced training methods to achieve better training results.

References:

Zhang fan. On employee motivation and enterprise development [J]. Information, 2008(03).

[2] Chen Zhenming editor. National public sector staff system [M]. Fuzhou: Fujian People's Publishing House, 200 1.

[3] edited by Chen. Development and management of human resources in public sector [M]. Chengdu: Sichuan People's Publishing House, 2000.

[4] Qian Zhenbo. Human Resource Management: Theory? Policy? Practice [M]. Beijing: Tsinghua University Publishing House, 2004.

About the author: Wang Wenjing (199 1-), female, from wen county, Henan Province, is studying for a master's degree at An University of Architecture and Technology. The main research direction is the innovation of social management theory.

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