Help: Who has answers to the Public Sector Human Resource Management formative assessment booklet? H

The talent ecological environment in Hospital C is very bad. Medical disputes continue, doctors dare not operate, few patients come to the clinic, and there is poor unity within the department. During his work in Hospital C, Guo cooperated with Dr. Robert Iacno of Roma Linda University in the United States and Dr. Fumio Shima of Kyushu University in Japan on the topic "Stereotactic Multi-target Composite Fetal Brain Transplantation ** Parkinson's Disease", which was the first in the world, and the series of ** was published in many journals at home and abroad.

Its topic "transtemporal superficial artery retrograde cannula angiography and chemotherapy technology" is also the first at home and abroad. Another "Molecular Biology Research on Brain Astrocytoma" was praised by 7 well-known domestic experts and won the Scientific and Technological Achievement Award of the Department of Health of Province A from 1997 to 1998. In 1998, he published 7 articles**.

Such a talent C hospital does not want it, but also has to terminate the contract with it. Being excluded from the department and not being an associate professor shows that the talent ecological environment of Hospital C is very bad.

Dear and dear, human resource management in China's public sector is facing many challenges, including: First, there is a lack of planning. The lack of effective planning, scientific allocation and management of human resources in the public sector has seriously affected the quality of services.

The second is the lack of skills. The lack of human resource management skills in the public sector and the lack of senior management skills, such as strategic management, performance management, human resource management, etc., affect the level of management. Third, there is a lack of an effective assessment mechanism.

The lack of an effective appraisal mechanism for human resource management in the public sector and the lack of scientific evaluation of employees' performance have affected the management level. Fourth, there is a lack of effective performance management mechanism. The lack of effective performance management mechanism and scientific evaluation of employee performance in the human resource management of the public sector has affected the management level.

Fifth, there is a lack of performance appraisal mechanism. The lack of effective performance appraisal mechanism and scientific evaluation of employee performance in human resource management in the public sector has affected the management level.

1: Only emphasize the development of employees and ignore the improvement of the quality of managers at all levels. There is a serious disconnect between enterprise human resource management and enterprise development strategy; The gap between the construction of corporate culture and the comprehensive work ability of staff is more prominent.

2: Looking at the competition of comprehensive national strength among all countries in the world, with the economy, science and technology, and national defense strength as the main content, in the final analysis, it is all a competition for talent. Human resource management is still in the traditional personnel management stage, its functions are mostly the formulation of salary distribution plans and personnel deployment, promotion, training, etc., and have not been fully in accordance with the needs of the enterprise development strategy to make a unified plan for employees, including management, and have not formulated provisions on the selection, appointment, and incentive of the national policy, so as to achieve the purpose of making the best use of human creativity and increasing the wealth of enterprises and society.

Traditional personnel management makes it difficult for China's enterprise personnel to achieve appropriate personnel, and the means of personnel allocation are relatively weak, and it is impossible to form an optimal allocation mechanism for rational flow. The personnel arrangements of enterprises are often set up according to people, and personnel management that is more important than the law is still very common. The personnel department of China's enterprises has not incorporated corporate culture into human resource management.

3: Guide managers to change their concepts, truly establish a people-oriented corporate philosophy, vigorously improve the overall quality of human resources, do a good job in full training, establish an enterprise technology innovation mechanism, seek development in innovation, reasonably control the flow of personnel, regulate the risk of personnel flow, comprehensively strengthen the construction of corporate culture, cultivate the spirit of enterprise and other powerful countermeasures, in order to strengthen the competitive strength and meet the severe challenges.

The characteristics of human resource management in the public sector include complex personnel and administrative institutions, regulation by special national laws and regulations, strengthened evaluation of moral integrity and ability, and relatively poor level of quantifiable performance appraisal indicators.

Human resource management in the public sector refers to the main object of the state administrative organization.

The sum of the management activities and processes such as planning, hiring, appointing, using, payroll, and security of the human resources to which they belong in accordance with the law.

The content of human resource management in the public sector is extensive, specifically involving the conditions, rights and obligations, positions and levels of civil servants, recruitment and appointment, evaluation, rewards and punishments, appointment, dismissal and promotion, training, communication and avoidance, welfare insurance, resignation, dismissal and retirement, appeals and accusations, etc.

Job analysis is the foundation of human resource management, and the Public Ministry is no exception.

Job analysis is the process of collecting and analyzing the purpose, tasks or responsibilities, power and subordination, working conditions and environment, qualifications and other relevant information of a specific position in the organization, and making clear provisions for the work of the position, and determining the behaviors, conditions, and personnel required to complete the work, also known as "job analysis", refers to a comprehensive analysis of a job or task engaged in by a person. Job analysis is the foundation of human resource management, and the quality of its analysis has a significant impact on other human resource management modules.

Job analysis, also known as job analysis, job analysis or job analysis, job analysis is a systematic and comprehensive means of intelligence gathering, providing comprehensive information about the relevant work in order to improve the management efficiency of the organization. Job analysis is the foundation of human resource management, and the quality of its analysis has a significant impact on other human resource management modules.

The position of job analysis in human resource management is based on the analysis of job inputs, job transition processes, job outputs, job related characteristics, work resources, work environment background, etc., to form the result of job analysis - job specifications (also known as job statements). Job specifications include job identification information, job profiles, job duties and responsibilities, and standard information on job qualifications to facilitate the use of other human resource management functions.

The purpose of job analysis

1. Promote the name and meaning of work to express a specific and consistent meaning throughout the organization, and realize the standardization of work terms.

2. Determine the job requirements to establish appropriate guidance and training content.

3. Determine the minimum conditions for employee recruitment and employment.

4. Determine the human resources needs of the organization and provide a basis for formulating human resources plans.

5. Determine the mutual relationship between the work, so as to facilitate reasonable promotion, transfer and assignment.

6. Provide a basis for work evaluation, lay the foundation for the classification of enterprise positions, and provide a scientific basis for the establishment of a fair and reasonable wage and reward system.

7. Provide a basis for formulating assessment procedures and methods, so as to facilitate the performance of supervision functions by managers and self-control by employees.

8. Obtain the actual situation of work and environment, which is conducive to discovering the reasons for employee dissatisfaction and reduced work efficiency.

9. Identify the main factors affecting safety, and take effective measures in time to minimize the danger.

10. Accumulate necessary information for improving working methods and provide a basis for organizational change.

Correct answer: 1) Identity and unity of organizational management;

2) Human resource management is more policy-oriented;

3) higher ethical requirements for public sector practitioners;

4) the stability of human resource management in the public sector;

5) The process of human resource management is more procedural.