The Status and Role of Competency Model in Enterprise Human Resource Management

The competency model is a widely-used human resource management tool that can be applied to human resource management in different regions,different fields,different enterprises,and positions of different nature,which can improve the objectivity,reliability,authenticity and fairness of enterprise human resource management,give full play to the promotion of human resource management to the development of enterprise operations,and help enterprises achieve development and manage-ment goals.

Research on the Human Resource Management Mode based on Competency Model

In this paper, we conduct in-depth research on the human resource management mode based on competency model. Treatment of competency is defined based on the previous scholars, this paper defines enterprise top management competency as can change the performance is outstanding person in senior management positions in companies and generally do distinguish individual potential. Corporate culture has a strong and lasting soft binding, plays an important role in modem enterprise management. The numerical analysis supports the effectiveness and feasibility of the model. In the future, we will conduct more related work to optimize the current theory.

Resolution of Relationship between Organizational Performance and Human Resource Management through Nonlinear Modeling

The relation between the HRM and the firm performance is analyzed statistically by many researchers in the literature. However, there are very few nonlinear approaches in literature for finding the relation between Human Resource Management (FIRM) and firm performance. This paper exposes the relationship between human resource management and organizational performance through the use of nonlinear modeling technique. The modeling is proposed based on Radial Basis Function (RBF) which is nonlinear modeling technique in literature. The relation between 12 input and 9 output parameters is investigated in this research that is collected between 54 companies in Turkey which indicated that the relationship between organizational management performance and relationship management can be modelled through nonlinearly.

Application and Experience of Putting People First in Hospital Human Resource Management

The recent years have witnessed the rapid economic growth of our country.The medical industry has also come to a new era.The number of hospital staff continues to increase,while some problems of managing human resource have gradually emerged.These problems have a bad impact on the functions of the hospital.We must attach great importance to solve them.In the process of managing the human resources of hospital,we must insist to put people first.That is how we can better boost the working initiative of medical staff,setting the foundation for the development of hospital in a long run.This article has conducted deepening research on this issue.First of all,it briefly introduced the theory of putting people first.And then it stated the connotation of the theory of putting people first applied in managing human resources of hospital.At last,it explored the strategies on applying the theory of putting people first in managing human resources of hospital in accordance to the concrete conditions.

Application of Incentive Theory in Hospitals' Human Resource Management

In recent years,the modem medical system has achieved deepening reforms,and the management systems of domestic hospitals have changed accordingly,which has improved the level of modem management to a certain extent.However,the development of hospitals is easily affected by many factors,which gradually highlights the problems of internal human resource management.This is not conducive for improvement in terms of the enthusiasm and initiative of internal employees in addition to restricting the quality of medical services.Based on this,in hope to provide assistance,this article uses incentive theory as the main research object and focuses on its specific application in hospitals*human resource management.

Strategic management in the establishment of a magnet hospital: A nursing staff perspective

Magnet hospital certification has a reputation for being one solution to nurse recruitment and retention. It is a matter of priority for hospitals to identify and enhance the basic organizational social structures which promote the development and maintenance of magnetism. A total of 436 valid self-administered questionnaires were collected from nurses. Paired sample t-tests, importance-performance gap analysis andANO-VAwere applied. The aims of this study were to investigate the key factors in and the gaps between nurses’ perceptions and hospital performance in areas contributing to magnetism. The results showed that Salary structure, welfare, and manpower deployment were the key forces of magnetism influencing nursing practice. Public and private hospitals showed significant differences in manpower deployment and nurse-patient relationships. Nurses who rotated shifts were more dissatisfied with their hospital scheduling system. Therefore, personnel policies and program are the primary forces in the development of a magnet hospital. Considering the demand for flexible scheduling of nurses, providing a supportive work environment, and keeping pace with today’s changing health care environment could achieve better outcomes for nurses, patients, and hospitals. These findings provide a reference to help set priorities for the implementation and development of effective strategies with limited resources. Public hospitals should take the lead in promoting magnet hospitals and set up reasonable salary systems, nursing workforce standards, and administrative support in order to attract and effectively retain nurses.

Corporate Social Responsibility （CSR） in the Hospitality Industry： Challenges and Practices in

This article aims to identify the challenges in the hospitality industry in Sao Luis, Maranhao, Brazil, with the perspective of developing an organizational culture that enables the practice of corporate social responsibility （CSR）. This study method was qualitative, exploratory, and descriptive （Richardson, 1999）. The data were collected by interviews with leaders of national and international chain operating hotel companies in Sao Luis （June 2013）, using the technique of content analysis. The theoretical framework was developed upon the concept of human resources management （HRM） and CSR. The research findings confirm that CSR is considered as a business strategy and that it contributes to personal and professional fulfillment of employees due to the offer of some benefits, such as remuneration and career plans, pleasurable work environments, awards, and recognition. Beyond that, findings also revealed that the hotels develop CSR activities, particularly focusing on employees, in order to provide guests＇ satisfaction. The main conclusions are： （1） Leadership is essential to build a culture that leads to a collective involvement in CSR actions; and （2） HRM is considered as a strategic tool for the development of CSR.

新形势下三甲医院人力资源管理创新策略探究

为更好地发挥三甲医院医务工作者的主观能动性,提升医务工作者的整体素质,应加速推进医院人力资源管理的变革。基于此,笔者通过对三甲医院人力资源管理的现状进行深入剖析,根据实际情况,从管理理念创新、管理制度创新、管理方式创新等方面有针对性地提出了一些策略。

三甲综合性公立医院人力资源管理存在的问题与对策研究

文章基于医院人力资源管理现状,通过观察、梳理其中的不足之处,针对性地提出有关改进建议,以期探讨三甲综合性公立医院人力资源管理存在问题以及具体对策。当下医院人力资源管理现存在着人力资源规划模式粗犷、员工晋升缺乏良性竞争与疏于员工关系管理等短板,亟待解决。通过全盘科学化人力资源规划方法、实行员工晋升“全生命周期”管理及开展员工关系的维护与促进标准作业等管理举措,对于解决现有人力资源管理过程中存在的问题具有积极意义。只有切实关注人力管理的不同时期,最大限度地发挥人力资源整体效能,方能推动医院运营与高质量发展。

基于医院运营数据中心的医疗人力资源管理平台建设实践

作为公立医院运营管理的重要组成部分,人力资源精细化管理不仅可以提高员工的综合素质和竞争力,也能提高医院整体运营效率和服务质量。从医疗资源中心的建设出发,围绕医疗人员业务、岗位人员配置、科室结构优化、专业结构优化等核心业务,介绍医疗人力资源平台的整体定位与指标分析设计,并对系统核心功能如模型管理、考核计划管理、评价结果管理等进行阐述,最终从系统层面展示应用实践。整体项目以数据做支撑,推进学科持续发展、人员利用合理、业务高效运转,推动医院高质量发展和数字化转型。

医院人力资源管理信息系统的发展历程与建设策略分析

人力资源信息化管理是医院长远发展的关键性因素之一,分析了不同时期医院人力资源管理信息系统的特点、功能和存在的问题,有助于进一步规划建设医院人力资源管理信息系统,为今后的发展奠定基础。文章从其发展历程及建设中面临的问题入手分析,结合分析结果提出建设策略,巩固医院人力资源管理信息系统的成熟性、有效性及稳定性作用。

2018—2023年某结核病专科医院专业技术人员入离职情况分析

目的探讨结核病专科医院专业技术人员队伍不稳定的因素,为医院人才引进、稳定专业队伍提供科学决策依据。方法对我院2018—2023年专业技术人员入职和离职情况,就编制类型、专业类别、学历和职称状况进行分层分析。结果6年间,入职人员374人,绝大多数为公开招聘入职,其中:编内、编外、劳务派遣各150、214、10人,中专、大专、本科、硕士、博士各2、115、183、66、8人,初级、中级、副高、正高职称各313、47、8、6人,临床、公卫、护理、医技专业人员各84、16、231、43人。在此期间,离职员工216名,包括解除聘用/劳动合同131人、退休73人、调出8人、病故4人,因解除聘用/劳动合同的离职者占入职人数的百分比分别为:编内人员4.67%、编外人员34.58%,其中临床医师25.00%、公卫医师18.75%、护理人员24.68、医技人员0%;大专学历33.04%、本科13.66%、硕士25.76%、博士12.50%;初级职称21.73%、中级职称19.15%、副高职称25.00%、正高职称33.33%。结论在结核病专科医院,新入职的博士及高级职称人才占比偏少,高层次人才引进、稳定专业人员队伍为医院亟待解决的问题。

平台生态系统视角下零工工作者“三支柱” 人力资源管理模式的构建与实现路径

蓬勃发展的平台经济与零工经济打破了传统二元劳动关系,形成了由零工工作者、中介平台和服务请求者三方主体相互协同,对立统一而构建的零工平台生态系统。如何协调生态系统内所有参与者的人力资源管理活动,以促进系统要素的多边交流,是当前零工人力资源管理面临的主要挑战。为此,本文首先提出一种新型人力资源管理模式———零工工作者“三支柱”人力资源管理模式,并阐述其内涵与特点;其次,探讨零工工作者“三支柱”人力资源管理模式的要素组成与作用机理,即以算法为决策工具,以数据平台为信息支撑,以“人人皆是HRBP(人力资源业务伙伴)”为设计理念,赋能人力资源管理职能化、专业化和数字化,实现所有生态系统参与者的多边协同与价值共创;再次,对零工工作者“三支柱”人力资源管理模式中平台生态系统三方主体的价值共创进行演化博弈分析;最后,从强化零工工作者“三支柱”中HRBP的主体地位、协同共建零工数据生态体系、促进平台算法智能化与人性化的深度融合、构建零工工作者“三支柱”人力资源管理内外部联合监管机制等方面提出推动零工工作者“三支柱”人力资源管理模式的应用与实施路径。

数字化转型背景下的人力资源管理者胜任特征模型建构

数字经济时代,人工智能、区块链、云计算、大数据等数字化技术的应用对人力资源管理者的任职条件提出了新的要求。文章基于网络文本分析法和典型案例分析法,构建了包含专业知识、职业技能、通用能力和个人特质4个因子27个条目的胜任特征模型。其中,数据分析能力、云平台及大数据操作管理技能、快速学习能力、场景迁移能力等胜任特征体现了数字化转型背景下的人力资源管理者胜任特征新要求。企业要进行数字化转型,应重视数字化实践中人力资源管理者的配置与培训,通过新的胜任特征模型建立人才画像和人才评估标准,运用大数据技术提升人力资源管理部门工作效率。

基于扇区开合的管制员排班优化

为提高管制员的利用效率和工作满意度,制定出更切合实际运行的管制员排班表,从管制工作的实际需要出发,以人员需求数量最少为目标,在符合民航局各种规章要求的基础上,建立管制员排班模型。在初始模型的基础上,又考虑了人员对工作及休息时间的个性化需求,对模型进行改进。最后以某空中交通管理局区域管制室管制员数据为例进行分析,使用LINGO求解器对模型进行求解。结果表明:与手工编制的排班时间表相比,通过排班优化模型制定出的排班方案减少了执勤人数,避免了人员浪费,并能较为充分地满足管制员的个性化需求。

北京某三甲公立医院高层次人才引进实践与探索

科技是第一生产力,人才是第一资源,创新是第一动力。人才对公立医院发展至关重要,人才的引进与培养是改善人力资源贫乏状况的重要方法。笔者通过梳理公立医院人才引进现状,发现人才引进工作的薄弱环节。进一步对北京某三甲公立医院在人才引进工作中的实践与探索整理归纳,总结该院在人才引进中的举措和部分成果,分析人才引进中的问题,从不同层面为公立医院合理引进人才提出理论建议。

公立医院人力资源管理信息化建设探析

规范的人力资源管理工作是推进公立医院高质量发展的重要基础,开展人力资源管理信息化建设是提升管理水平的有效途径之一。从时代背景出发,分析天津某公立医院人力资源管理信息化现状,提出实现人力资源管理信息化建设的对策与建议。

需求层次与双因素理论视角下的医院人力资源管理革新路径研究

本文从需求层次与双因素理论视角,探讨了医院人力资源管理的革新路径。通过概述两种理论的核心观点,分析了当前医院人力资源管理的现状与挑战,并提出了针对性的革新策略,包括满足员工基本需求、激发内在动力及构建科学的绩效考核体系等。文章还强调了实施方案与保障机制的重要性,以确保革新措施的有效执行和持续改进。展望未来,医院需不断优化人力资源管理,以适应医疗行业的快速变革。

高质量发展背景下公立医院基层行政人员岗位胜任力模型构建

目的构建公立医院基层行政人员岗位胜任力模型。方法基于文献回顾,初步提取胜任力指标;对10名浙江省公立医院基层行政人员进行行为事件访谈,筛选胜任力指标;对25名专家进行咨询,确定胜任力指标。结果公立医院基层行政人员岗位胜任力模型由5项一级指标、18项二级指标构成,5项一级指标包括个人特质、专业素质、工作技能、人际关系及管理能力等。结论构建的公立医院基层行政人员岗位胜任力模型具有可操作性,能够为公立医院基层行政人员招聘、考核及培训提供参考。