国家审计机关聘用审计成本与效益研究

通过对国家审计机关聘用审计的机理、国家审计机关聘用审计成本的定义、影响因素及国家审计机关聘用审计效益的定义、影响因素等内容进行剖析,提出了基于成本与效益的视角改进国家审计机关聘用审计的措施。主要包括:制定外聘机构和人员的相关规定和条款,规范聘用审计的管理;强化对聘用审计时间和资源的配置;加强对聘用审计的监督;加强对外聘人员的职业道德和专业胜任能力的培养;加强对聘用审计的考核;建立外聘中介机构库和专家库。     

医院聘用人员的现状及管理对策

医院聘用人员作为医疗卫生队伍中的重要组成部分,正发挥着越来越重要的作用。但如何加强管理,并稳定医疗卫生人才队伍,是值得思考和探讨的实际问题。笔者就医院聘用人员的现状及存在的突出问题进行了分析,并提出相应的对策,以期改善聘用人员管理现状。     

"十二五"期间军队医院聘用人员管理

"十二五"期间,军队医院应深刻认识到聘用人员管理的重要性和紧迫性,认真解决存在的问题,坚持人本管理,建立与医院发展战略相适应的聘用人员管理规划,完善健全管理机制,逐步实现合理的人才结构,改革分配体系,努力创建军队医院聘用人员管理模式,保持医院核心竞争力,推动医院可持续发展.     

科研项目劳务费管理中存在的问题及管理建议

一、劳务费管理存在的问题一是超范围发放劳务费。部分科研单位混淆工资收入和劳务收入概念,将劳务费发给有工资性收入的人员。在财政部制定的《2020年政府收支分类科目》中,工资福利支出反映单位开支的在职职工和编制外长期聘用人员的各类劳动报酬,以及为上述人员缴纳的各项社会保险费等;劳务费反映支付给外单位和个人的劳动费用,如临时聘用人员、钟点工工资,稿费、翻译费,评审费等。     

事业单位聘用合同管理有说道

长期以来,我国事业单位实行的是一套不同于企业,近似于国家机关的人事管理制度。从2002年起,国务院办公厅转发人事部《关于在事业单位试行人员聘用制度意见》的通知,要求事业单位除按照国家公务员制度进行人事管理的以及转制为企业的以外,都要逐步试行人员聘用制。随着事业单位改革的展开,事业单位聘用合同书不仅成为了聘用单位和受聘人员双方权利和义务的法律性文书,也是事业单位推行全员聘用合同制的基本载体,更是事业单位实现从身份管理向岗位管理转变的关键性环节。     

职场视野

我国事业单位将全面试行人员聘用制度国务院办公厅日前转发人事部《关于在事业单位试行人员聘用制度的意见》,中国事业单位改革悄然启动。这项重大制度创新,将使事业单位职工由身份管理向岗位管理转变,由行政任用关系向平等协商的聘用关系转变。聘用合同分为短期、中长期和以完成一定工作为期限的合同。我国将着重开辟五方面的就业门路:大力发展第三产业;鼓励发展个体、私营、外商投资、股份合作等多种所有制经济扩大就业;促进跨地区的劳务协作和对外劳务输出;鼓励有条件的国有大中型企业在进行结构调整、重组改制和主辅分离中,对破产企业要利用其有效资产安置职工;鼓励下岗失业人员通过非全日制、临时性、季节性、弹性工作等灵活多样形式实现就业。劳动和社会保障部颁发第四批国家职业标准此次颁布的第四批国家职业标准包括计算机网络管理员     

事业单位人员聘用制度功能缺陷与补缺的现实选择

实行人员聘用、职务聘任、岗位管理,促进由固定用人向合同用人、由身份管理向岗位管理、由行政管理向成本管理的转变,实现人才效益的最大化,这是上海地方1988年推行事业单位人员聘用制以来,十六年如一日为之奋斗的目标。截至2004年5月底,上海地方虽然已有97％以上的事业单位与95％以上原固定制职工签订了聘用合同。但从"老人"的"下"与"新人"的"出"已基本没有问题,而"老人"仍然"易进难出"的现状看,事业单位人员聘用制度的功能性缺陷仍然相当明显。     

事业单位未聘人员分流安置对策思考

在事业单位人事制度改革中,未聘人员的安置和管理是人员聘用制度的难点和重点,政策性强,必须予以高度的重视.     

雁塔区审计局聘任特约审计员

为了加强民主监督，抑制腐败，雁塔区审计局在全面推行政务公开的基础上，聘请了两名民主党派人士和政协委员担任特约审计员。其具体作法是：审计局先向区统战部提出聘用特约审计员的意向性意见，由统战部推荐人选，再由审计局进行考察，并征得本人和该同志所在单位的意见后确定受聘人员，然后向受聘人员正式颁发聘书。为了加强对特约审计员的管理，又制定了特约审计员的聘用管理办法，明确了特约审计员的职责、权力、义务和纪律等。管理办法规定：特约审计员有权向审计机关提出审计工作意见和建议，反映人民群众对审计工作的要求和意见等，…     

谈政府机关事业单位编外用人问题

当前部分政府机关事业单位的临时性、辅助性岗位使用编外用人的现象还比较普遍,呈现出数量多、分布广泛、聘期较长、学历层次高、人员待遇偏低以及聘用方式多样等特点。聘用编外人员是既是经济社会快速发展的客观需求,也是管理制度缺失、编制资源没有盘活、管理制度不健全造成的。加强对编外用人规范管理必须严格控制总量,统筹纳入机构编制总量管理;必须创新管理手段,探索编外用人管理新方法;必须健全规章制度,建立科学规范编外用人机制;必须明确责任主体,建立编外用人管理的联动机制。     

Organizational Culture: A Framework and Strategies for Facilitating Employee Whistleblowing

Seven dimensions of organizational culture that influence the employee reflection process that ultimately leads to whistleblowing behavior are presented. These include 1) vigilance, 2) engagement, 3) credibility, 4) accountability, 5) empowerment, 6) courage, and 7) options. Key considerations within each dimension are discussed and a compliance framework is used to identify strategies for encouraging a culture that supports employee communication, questioning, and reporting of illegal, unethical, and illegitimate practices within organizations.     

论如何防范我国商业银行人员因素操作风险

文章针对人员因素操作风险提出了加强员工的职业道德教育、强化员工的风险意识、逐步完善和更新各项规章制度、提高制度的执行力、强化违规责任追究机制、建立"和谐合规"的企业文化氛围等防范措施。     

Employee performance management culture and system features in higher education: relationship with employee performance management satisfaction

Little is known about the satisfaction with employee performance management systems in higher education institutions. In this study, we contribute to this field by focussing on the alignment features of employee performance management systems, on communication related to these systems and on control tightness in the academic unit. An important contribution to the literature is the adoption of an integrated approach to employee performance management in higher education institutions. Employee performance management system features and satisfaction result from a survey to which 589 employees of a Flemish University contributed. Separate estimations are done for different tenure types of academics. The estimation results show that a higher level of internally consistent employee performance management systems, more communication and tighter control are associated with higher academic employee performance management satisfaction. The study also reveals that employee performance management satisfaction depends on the tenure type, suggesting that a diversified employee performance management policy should be considered in universities.     

基于员工满意度的员工离职意愿研究

随着我国员工素质的不断提高和我国加入世贸等内外部环境的变化使得员工离职问题日益严重,而员工满意度是众多影响员工离职因素中最为重要的因素之一。维护和提升员工的满意度,可以提升员工的敬业度,增强企业的凝聚力,降低企业的运营成本。因此,企业必须关注和重视员工满意度这一人本化的管理理念,加强员工满意度的管理工作,发挥员工满意度在企业管理中的重要作用从而提升企业的竞争力。     

TQM practice in maquiladora: Antecedents of employee satisfaction and loyalty

In this study, we investigate the transferability of TQM practices to offshore manufacturing firms by validating direct and indirect relationships among top management commitment, HR-focused TQM practices, employee satisfaction, and employee loyalty. Our research objective is to isolate critical TQM practices that would enhance employee satisfaction and loyalty among maquiladora workers. On-site surveys were conducted at two leading maquiladora firms that have long implemented TQM. The statistical results indicate that employee empowerment, teamwork, and employee compensation have a significant and positive influence on employee satisfaction. The improved employee satisfaction leads to a higher level of employee loyalty. In addition, the results indicate that the effects of top management commitment on employee empowerment and teamwork are significantly mediated by employee training, implying that the success of employee empowerment and quality teams can be dependent upon the level of employee training.     

企业营销高层人才招聘甄选策略失效研究——基于心理契约视角

心理契约的破裂能够解释企业营销高层人才招聘甄选策略失效的原因。在企业和员工解决了"能岗匹配"问题后,企业未能留住营销高层人才说明其招聘甄选策略存在失效,原因在于双方的"雇员接触点"管理工作出现了失效。交易型心理契约和关系型心理契约的破裂说明企业"雇员接触点"管理的失效;雇员未能"本组织化"和职业经理人精神的缺失说明员工"雇员接触点"管理的失效;在营销高层人才招聘甄选途径上,通过内部培养方式选聘的人才与企业心理契约的破裂风险小于外部引进的方式。     

员工行为控制和激励机制在大型医院管理的应用

现代医院绩效管理已成为医院管理和运行中的核心内容,本研究通过动机-需求理论、组织行为学等理论在医院绩效管理中的有效运用,分析阐述了医院员工行为与医院发展目标、员工行为与员工需要、员工行为控制和激励与绩效管理的关系,通过有效的行为管理,达到医院的绩效管理的目的,促进医院良性的运行和发展。     

When employee performance management affects individual innovation in public organizations: the role of consistency and LMX

Abstract

Public sector challenges translate in more complex job demands that require individual innovation. In order to deal with these demands, many public organizations have implemented employee performance management. In a multilevel study, we examine when employee performance management affects individual innovation. We contribute by focusing on consistent employee performance management and Leader–Member Exchange (LMX). Based on goal-setting theory, we first argue that employee performance management fosters individual innovation when it entails consistent subpractices. Subsequently, LMX is theorized to function as a moderator in this linkage. We use multilevel data from 68 elderly homes and 1095 caregivers in Flanders to test our hypotheses. The study reveals that individual innovation is related to consistent employee performance management, and that LMX functions as a moderator in this relationship. Our findings contribute to scholars’ understanding of effects from employee performance management in public organizations.     

A multilevel analysis of the effects of HR diversity management on employee knowledge sharing: the case of Chinese employees

This study explored the effects of human resource diversity management on employee knowledge sharing and the mediating and moderating variables underlying this link, among Chinese employees. Multilevel analyses of the data from 716 respondents in 37 firms revealed that organizational-level HR diversity management practices explained significant variance in employee knowledge sharing. The relationship between HR diversity management and knowledge sharing was fully mediated by employee trust in the organization. Moreover, cooperative norms moderated the second stage of the mediation, which is the relationship between trust in the organization and knowledge sharing. The findings of this research provide important insights into the relationship between HR diversity management and employee work outcomes.     

Worker responses to teamworking: exploring employee attributions of managerial motives

This paper examines employee views of why and how managers introduced teamworking at several sites within a steel company. Following a content analysis of employee comments we classify employee views of management motives into four main types: economic, political, institutional and cultural. Employees reported that managers were primarily driven by political rationales and implemented teamworking for reasons of self-interest. The economic rationales for management action were interpreted negatively as favouring shareholders and increasing worker insecurity. The introduction of teamworking also appeared to require a concerted attempt to enforce employee compliance, indicating that culture change was also an important factor. The views employees expressed of management intent are not adequately described by either recent advocates of high performance work systems or the critical perspective on human resource management although they appear central in understanding employee responses to management initiatives in these sites.