贵阳市民办中小学人力资源管理研究
发布时间：2018-08-28 07:15
【摘要】：教育落后,这曾经是贵阳大发展过程中的薄弱环节,但这也正是民办中小学在贵阳兴起的大好机会。现在,贵阳的中小学教育已经展现出了百花齐放的崭新局面,民办中小学之间、民办与公办中小学校之间的竞争日趋激烈。然而,贵阳的大多数民办中小学为了突出自己的特色,把当下发展的重点放在了如何吸引生源和如何开展办学上,却忽视了一个关系到学校可持续发展的关键因素,即学校的人力资源开发。很多民办中小学在人力资源管理方面几乎是空白,学校的管理者一直被师资参差不齐、教职员流动率大等问题所困扰,却始终找不到一个合适的解决方法。本文旨在通过对贵阳市民办中小学人力资源管理现状和存在的问题进行调查和分析,帮助学校管理者构建一个科学、规范的人力资源管理体系,使得学校的教职员队伍向专业化的方向发展,从而推动贵阳市民办中小学的健康可持续发展。本文综合运用了文献分析法、访谈法、问卷调查法和观察法等多种科学研究方法进行分析、研究。全文分为七个部分:第一部分为绪论,对本文的相关研究进行说明,包括研究背景和意义,研究现状综述和研究方法;第二部分是概念界定与相关理论基础,主要包括民办中小学、人力资源和人力资源管理的概念界定,以及主要的人力资源理论基础;第三部分是对贵阳市民办中小学发展历程与现状的叙述;本文的核心是第四和第五部分,第四部分为贵阳市民办中小学人力资源管理的现状分析,主要是对贵阳市民办中小学的教职员基本情况、人力资源管理体系基本架构和人力资源管理现状调查情况的分析,第五部分为对贵阳市民办中小学人力资源管理存在问题的分析,涵盖了人力资源管理战略规划、人才招募与配置、教职员培训与开发、薪酬管理和员工关系五个方面;第六部分为针对贵阳市地区特点而构建的人力资源管理战略对策;第七部分为结论与展望。本文经过分析研究,总结出了贵阳市民办中小学人力资源管理存在的主要问题为忽视招募与配置中环节职位分析的重要性,过于看重名师名家的作用,重视教师队伍、轻视行政队伍,不支持教职员接受继续教育,薪酬管理方面缺乏公平性,不善于处理员工关系,等等。本文针对这些问题给出了以下解决策略,以帮助学校管理者提高人力资源管理水平,提升学校竞争优势:1、充分认识人才对贵阳市民办中小学的重要性,加大人才引进和人才培养的投入力度。2、建立科学合理的人力资源管理制度,充分发挥人力资源管理部门的职能作用。3、人才招募与配置方面,要重视职位分析环节的工作,敢于打破旧观念,从有利于学校发展的角度出发采取策略。4、教师培训与开发方面,为教职员提供进一步的发展空间和条件,注重教职员的绩效管理与评价,注重教职员的终身职业生涯规划。5、薪酬管理方面,建立合理的薪酬管理制度,为教职员提供合理的福利保障。6、关系处理方面,处理好人力资源管理过程中的道德、公正和公平对待问题;促使工会(或者教代会)在劳资关系和集体谈判中发挥积极正面的作用;做好教职员的健康和安全管理工作,尤其是暴力问题的处理。
[Abstract]:The backwardness of education has been a weak link in the development of Guiyang, but it is also a good opportunity for the rise of private primary and secondary schools in Guiyang. In order to highlight their own characteristics, most of the private primary and secondary schools have laid emphasis on how to attract students and how to run schools, but neglected a key factor related to the sustainable development of schools, namely the development of human resources. This paper aims to help school managers to build a scientific and standardized human resource management system by investigating and analyzing the current situation and existing problems of human resource management in private primary and secondary schools in Guiyang. This paper makes a comprehensive use of literature analysis, interview, questionnaire survey and observation methods and other scientific research methods to analyze and study. The full text is divided into seven parts: the first part is an introduction to this article. The second part is the definition of the concept and related theoretical basis, mainly including private primary and secondary schools, human resources and human resources management concepts, as well as the main human resources theoretical basis; the third part is the Guiyang Private Primary and Secondary Schools. The core of this paper is the fourth and fifth parts, the fourth part is the analysis of the current situation of human resources management in private primary and secondary schools in Guiyang, mainly the analysis of the basic situation of teachers and staff in private primary and secondary schools in Guiyang, the basic structure of human resources management system and the status of human resources management survey, Part V It is divided into five aspects: the strategic planning of human resources management, the recruitment and allocation of talents, the training and development of teachers and staff, the salary management and the relationship between employees; the sixth part is the strategic countermeasures of human resources management based on the characteristics of Guiyang city; the seventh part is the strategic countermeasures of human resources management. This paper summarizes the main problems of human resources management in private primary and secondary schools in Guiyang City through analysis and research, which are neglecting the importance of job analysis in recruitment and allocation, paying too much attention to the role of famous teachers and masters, attaching importance to the teaching team, despising the administrative team, not supporting the teaching staff to receive continuing education and salary management. In order to help school managers improve the level of human resources management and enhance the competitive advantage of schools, this paper puts forward the following strategies: 1. fully understand the importance of talents to private primary and secondary schools in Guiyang, and increase the investment in talent introduction and personnel training. Establish a scientific and reasonable human resource management system and give full play to the functions of human resource management departments. 3. In the aspect of personnel recruitment and allocation, we should attach importance to the job analysis, dare to break the old concepts and adopt strategies from the perspective of conducive to school development. 4. Teacher training and development, to provide further for teachers and staff. The development space and conditions, pay attention to the performance management and evaluation of teaching staff, pay attention to the career planning of teaching staff.5, pay management, establish a reasonable salary management system for teaching staff to provide reasonable welfare protection.6, relationship management, handle the process of human resources management ethics, fair and fair treatment; Promote trade unions (or congresses) to play an active and positive role in labor relations and collective bargaining; do a good job in the health and safety management of teaching staff, especially in dealing with violence.
【学位授予单位】：贵州师范大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：G637
本文编号：2208676
[Abstract]:The backwardness of education has been a weak link in the development of Guiyang, but it is also a good opportunity for the rise of private primary and secondary schools in Guiyang. In order to highlight their own characteristics, most of the private primary and secondary schools have laid emphasis on how to attract students and how to run schools, but neglected a key factor related to the sustainable development of schools, namely the development of human resources. This paper aims to help school managers to build a scientific and standardized human resource management system by investigating and analyzing the current situation and existing problems of human resource management in private primary and secondary schools in Guiyang. This paper makes a comprehensive use of literature analysis, interview, questionnaire survey and observation methods and other scientific research methods to analyze and study. The full text is divided into seven parts: the first part is an introduction to this article. The second part is the definition of the concept and related theoretical basis, mainly including private primary and secondary schools, human resources and human resources management concepts, as well as the main human resources theoretical basis; the third part is the Guiyang Private Primary and Secondary Schools. The core of this paper is the fourth and fifth parts, the fourth part is the analysis of the current situation of human resources management in private primary and secondary schools in Guiyang, mainly the analysis of the basic situation of teachers and staff in private primary and secondary schools in Guiyang, the basic structure of human resources management system and the status of human resources management survey, Part V It is divided into five aspects: the strategic planning of human resources management, the recruitment and allocation of talents, the training and development of teachers and staff, the salary management and the relationship between employees; the sixth part is the strategic countermeasures of human resources management based on the characteristics of Guiyang city; the seventh part is the strategic countermeasures of human resources management. This paper summarizes the main problems of human resources management in private primary and secondary schools in Guiyang City through analysis and research, which are neglecting the importance of job analysis in recruitment and allocation, paying too much attention to the role of famous teachers and masters, attaching importance to the teaching team, despising the administrative team, not supporting the teaching staff to receive continuing education and salary management. In order to help school managers improve the level of human resources management and enhance the competitive advantage of schools, this paper puts forward the following strategies: 1. fully understand the importance of talents to private primary and secondary schools in Guiyang, and increase the investment in talent introduction and personnel training. Establish a scientific and reasonable human resource management system and give full play to the functions of human resource management departments. 3. In the aspect of personnel recruitment and allocation, we should attach importance to the job analysis, dare to break the old concepts and adopt strategies from the perspective of conducive to school development. 4. Teacher training and development, to provide further for teachers and staff. The development space and conditions, pay attention to the performance management and evaluation of teaching staff, pay attention to the career planning of teaching staff.5, pay management, establish a reasonable salary management system for teaching staff to provide reasonable welfare protection.6, relationship management, handle the process of human resources management ethics, fair and fair treatment; Promote trade unions (or congresses) to play an active and positive role in labor relations and collective bargaining; do a good job in the health and safety management of teaching staff, especially in dealing with violence.
【学位授予单位】：贵州师范大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：G637
【参考文献】
相关期刊论文 前1条
1 吕贵珍;;用文化经营民办中小学的师资队伍[J];学校管理;2008年01期
，本文编号：2208676
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