Characteristics of human resource management in public **** organization of human resource management in public **** organization

1. Public **** sex

Public **** organization is different from the enterprise, it is established in the people's public will to reach the public will authorization on the basis of the public **** organization of all behavior, must be in line with and conducive to the will of the citizens, the interests of the citizens and the needs of the public **** organization contrary to this will inevitably lose the basic basis of its existence. Public **** organization human resources management must be tightly focused on providing society with public **** products and services to the organization's goals.

From the point of view of the governmental organization, it arose from the needs of social development (state formation), and based on the needs of social development, the formation of public **** administrative functions. In the process of implementing the organization's human resources management, it is constantly adopting, representing and reflecting the public's demands on it, it can be said that the vitality of the governmental organization is from its public ****, therefore, public **** is the fundamental attribute of the governmental organization's human resources management.

From the point of view of non-profit organizations, it is to adapt to the needs of the public self-management of the organization. In particular, with the further deepening of the reform of China's government management system, the government will transfer a large number of social functions and return them to non-profit organizations to undertake, the social autonomy of human resource management of non-profit organizations will be further expanded, and its public ****ity will be more prominent.

Public **** management focuses on the overall social "public ****" characteristics, as well as the majority of members of the community related to the vital interests and quality of life of the "social" management connotation, and the pursuit of their own profit maximization requirements are completely different from the enterprise. Different. Therefore, precisely because of the public **** organization human resource management and enterprise human resource management concept and value judgment standard there are differences, we should learn from the enterprise human resource management theory and method should be selected.

At the same time, it should also be pointed out that we emphasize the public **** of human resource management in public **** organizations does not mean that the cost is not taken into account. Management is necessary precisely because of the existence of resource constraints, and management under resource constraints requires that any organization must consider costs in the performance of its functions. The characteristics of the public **** organization determine that the cost of human resources in the public **** organization is the most important part of its costs, and the public **** nature requires the public **** organization to provide the best possible quality of public **** services under certain conditions of cost. Therefore, in terms of rational allocation and utilization of human resources mechanisms and methods, public **** organizations and enterprises do have a lot in common.

2. Service

Service is the basic attribute of human resources management in public **** organization. Serviceability is reflected both in the nature of the public **** organization to provide public **** products, but also reflected in the characteristics of the public **** organization to provide public **** products. Public **** organization exists for the purpose of providing public **** services to the community, whether government or non-profit organizations, they provide most of the public **** products in the form of service products, however, this service and business organizations "service" has an essential difference.

Public **** organization's services, is the interests of the community in the core position, while the business organization's services, usually paid services, which is the difference between the two "service" nature of the watershed. Thus, the purpose of human resources management in public **** organizations is not, as in the case of business organizations, to benefit the enterprise. In other words, the purpose of managing human resources and enhancing their value is to enable them to return greater benefits to the enterprise. But the management of human resources by a public **** organization is to improve the quality of public **** human resources, enhance the value of public **** human resources, the purpose of which is not to seek benefits for the public **** organization itself, but to provide services for all citizens, and to seek public **** benefits for the public.

The service characteristic of public **** product makes human resource management of public **** organization has an important responsibility in realizing the function of public **** organization, because the quality of the service product depends to a large extent on the degree of labor motivation, work creativity and professionalism of the service provider. These are the issues that need to be addressed in the management of human resources in public *** organizations.

3. Openness

Public **** organization is different from other social organizations, it holds a certain degree of state power and social public **** resources, it serves the object of all the people. As we all know, the development of society to a certain stage, due to the emergence of interest polarization and fall into an insoluble self-contradiction. In order to avoid unnecessary consumption and to maximize benefits at the least cost, people cede a part of their power to form public **** power, which is entrusted to a specialized occupational group identified by the society, which manages the public **** affairs of the whole society, maintains the social order, and in turn safeguards the interests of the whole society. This power, which emerges from society and resides above it, is the public **** organization and the professional management class that emerges from it. The process of managing the public affairs of society as a whole is the act of management by public **** organizations. In this sense, the act of managing human resources in public **** organizations is actually the process of interaction between public **** power and society. In this process, the citizen and the public **** organization is the relationship of entrustment and agency. The public **** organization accepts the entrustment of the citizens, on behalf of the citizens to do the public **** organization human resource management related things, they have to be accountable to the citizens, at the same time, accept the supervision of the citizens. Because of this, the openness of the internal management system of public *** organizations has become an important feature of their human resource management. While an enterprise's human resource management system is often an integral part of the enterprise's trade secrets, the human resource management system of a public **** organization is often open to public scrutiny and monitoring by the public and employees within the organization.

The openness of a public **** organization's human resources management system can play a positive role in ensuring the achievement of fairness in the organization's human resources management, but at the same time it also increases the difficulty of human resources management and raises the level of professionalism required of professionals in the human resources management department.

4. Complexity

Public **** organization, especially the government organization is a vertical and horizontal, layer by layer sectional bureaucratic organizational structure system, and such an organizational system is in accordance with the principle of unity and integrity of the establishment of the principle of unity and the requirement of unity of purpose, unity of responsibility and power, and the unity of the functional configuration. Therefore, the rational division of administrative organizations at all levels, especially the central and local personnel management rights, the establishment of a complete and unified personnel management system, and the clarification of the scope of responsibilities is the basis for the efficient management of public *** human resources. And the division of the right to manage public *** human resources is a complex systematic project, and this complexity is incomparable to any other organization.

Non-profit organizations human resource management is affected by both governmental organizations and the industrial and commercial enterprise sector, and this particularity of human resource management in non-profit organizations also increases the complexity of its management and raises the difficulty of human resource management in non-profit organizations.

The complexity of human resource management in public **** organizations is also manifested in the difficulty of performance management of public **** human resources. Public **** organization human resources output has the following characteristics different from the output of private organizations: ① public **** organization output is usually some intermediate output, at best, the final output of the "agent", indirect non-market output to the final output of the degree of contribution to the elusive and difficult to measure; ② public **** organization output The outputs of public **** organizations are also technically difficult to measure, from principal organizations to membership organizations to government organizations, the outputs related to the effectiveness and efficiency of the use of resources of these institutions are increasingly difficult to measure, and the difficulty of managing and controlling them is also increasingly difficult; (3) there is a time lag between the outputs of the public **** organizations and the final social effects of the outputs, and this lag also creates difficulties in the evaluation of the measurement of their outputs; (iv) The outputs of public *** organizations are generally collective products, and the share of individual contributions in them is difficult to determine. These complexity of the output of public **** organization have formed a direct obstacle to the realization of human resources performance management of public **** organization, thus requiring people to study and explore a new suitable for public **** organization's own characteristics of the performance management system and performance evaluation indicators.

5. Stability

Compared with business organizations, public **** organization has the characteristics of relative stability, that is, the structure of the public **** organization rarely changes, the management mode is rarely a fundamental change, which has a great impact on the human resources management of public **** organization.

The stability of public **** organizations has both favorable and unfavorable aspects for human resource management. Advantageously, due to the stability of the organizational structure and management mechanism, employees' organizational expectations and behavioral patterns can be perpetuated. Unfavorable is that public *** organizations often can not provide more development opportunities for employees through changes in organizational structure, as in enterprises, and incentives are deficient.

Modern human resource management requires not only immediate and passive management, but also dynamic and predictive management based on reasonable forecasts of organizational needs and human resource supply conditions. In this process, public *** organizations encounter special difficulties. "In the private sector, forecasts of organizational needs are generally based on sales forecasts and market projections made by the managers of individual units. These forecasts are more realistically possible in view of the fact that control is generally more internalized, decentralized and less dependent on outside channels of checking." This is not the case with organizations in the public * * * sector, which have "less control over their future plans, and little likelihood that they will elaborate a situation similar to a market forecast and make it acceptable over a period of 3-5 years." "Forecasting evolving workforce needs or future program needs is a particularly difficult process in the public * * * sector environment. A common approach is to try to link such projections to the budget cycle, but the inherent instability of public *** sector budgets also makes this approach difficult to validate." The stable nature of public *** organizations also contributes to their lack of managerial flexibility, i.e., the inability to implement dynamic human resource management in response to changes in the environment or managerial needs.

6. High capitalization

Public **** human resources have the attribute of high human capital intensity. There are three reasons for this:

One is that the ability of the staff of the public **** organization to manage public **** affairs is acquired through learning and training, and the quality of the public **** human resources depends on the individual and the intensity of the public **** organization's human resources investment. Before entering a public **** organization, an individual as a potential public **** human resource first receives higher education, and good higher education is the result of high investment. In addition, individuals who are real public **** human resources also have to be regularly trained by public **** organizations for pre-service and post-service training, and this training is also the result of forming high human capital intensity.

The second is that public **** human resources can consistently bring benefits to investors, which are sometimes expressed in monetary form in non-profit organizations and non-monetary form in governmental organizations. For the potential public *** human resources investment, the return to the investor is to enter the public *** organization for the preparation of knowledge, education, that is, the return of development opportunities. For the reality of public **** human resources investment, return to the public **** organization is the staff management of public **** affairs level;

Third, unlike other capital, public **** human capital does not exist in the phenomenon of diminishing returns on investment, but rather, increasing returns on investment, showing the high value-added characteristics of human capital investment.

Highly human capital-intensive characteristics require public **** organizations to strive to make human resource management to further develop into human capital management. Managers at all levels must establish the basic concept of human capital management, pay attention to the continuous investment and accumulation of human capital, and strive to promote employees to accept the concept of lifelong learning, conscious investment in human capital. At the same time, the investment of human capital should obtain the corresponding benefits, the human capital factor must be taken into account in the management of compensation, so as to motivate people to continue to invest in human capital, thus promoting the overall improvement of human resources quality.

In the public **** management is becoming increasingly important and increasingly people's attention today, the importance of human resource management in public **** organization is increasing. We should actively study and learn from the experience of developed countries on the basis of development and innovation, and strive to create a public **** organization human resource management theory system and management model with Chinese characteristics.