The decentralization of P2P network in human resources

1.

It is mainly reflected in four aspects:

1. Initiative
2. Regeneration
3. Timeliness
4. Sociality

have a good time

2. What can I write in 1000 words? Even if you write, you can't write anything! In fact, many HR managers have written this analysis report for their boss. It's just about company secrets. It's not convenient to send it to you. I'm sorry! You should take an internship in a company. You can also find some problems in human resource management of small Chinese enterprises on the Internet, which are common in most companies. Pay should be the same job with the same responsibility with the same salary, plus performance appraisal these bar. What personnel security means is that career planning (giving him a development prospect) and similar salary level can also be subsidized. It depends on the strength of the company. Professor's most satisfactory answer is what you practice and really understand. Empty talk doesn't get high marks.

3. Internet plus is the Internet plus the new development ecology of traditional instries.

1. The boss is human resource (centralization of power under barbaric growth)
2. Human resource is human resource (specialization)
3. Business departments are human resources (business oriented)
4. Employees themselves are human resources (Personalization Based on management maturity and customer orientation in the Internet Era)

emotional interaction management. We say that today's human resources should start from the perspective of human nature, we can use the two-way interactive function of the Internet to improve the emotional interactivity of employees. Employee emotion is generated through continuous interaction. The application of internal employee management system can not only complete the daily work management tasks, but also add the workplace EQ Management of employees, which has a subtle effect on team work

humanized management. On the one hand, we make the human resource management system deeply rooted in the hearts of the people in a more humanized way through relatively entertainment and relaxed ways. On the other hand, through the Internet management system, the company and employees can interact frequently, benefit from each other and cooperate for win-win results

the Internet achieves sustainable growth. The way of organizational learning is becoming more and more diversified. For enterprises, there is no perfect way to win by one move. Take the classroom training as an example, only about 10% of the content can be absorbed in the classroom, and 20% can be obtained after effective communication with the tutor. However, the remaining 70% can be obtained in problem solving and self growth. Then we need to use the characteristics of flat information dissemination and interaction of the Internet to achieve the 70% sustainable growth.

4. Content:
according to the theory of wage fund, in the instrialized society, workers' wages tend to maintain their livelihood in the long-term fluctuation of economy< Options:
1. Wrong

wage fund theory
in the mid-19th century, with the decline of survival wage theory, a new wage theory, wage fund theory, came into being. The representative of wage fund theory is John S. mill (1806-1873). The theory of wage fund refers to that the wages of workers are governed by the law of population. The wage level and living conditions of workers change with the increase or decrease of the workers' population, and it goes on again and again. The labor Fund believes that the well-being and wages of the working poor depend entirely on the number of workers. The main points of the theory are: first, wages are not determined by survival data, but by capital. Second, after the wage fund is determined, the wage level of workers depends on the number of workers<

question number: 12 question type: yes no question score: 5
content:
Heidegger's job evaluation system is essentially a scoring method, which further abstracts the factors of payment into three universally applicable factors, namely skill level, problem-solving ability and risk responsibility<
Options:

2 pairs of

question number: 13 question type: yes no question score: 5
content:
using advanced network technology, the computer application system can be effectively controlled and managed through intelligent network equipment and software system, The management mode adopted in the system design can better reflect the scientific and advanced nature of the human resource management concept of the enterprise, and is the principle of the intellectualization of the human resource management information system.
Options:

2. For

question number: 14 question type: Yes or no question score: 5
content:
the remarkable feature of human resource management practice in the United States is that it pays attention to human resource development and management at the social level, including vocational ecation, alt ecation, distance ecation, etc<
Options:

2. For the

question number: 15 question type: Yes or no question score: 5
content:
different departments make decisions on the employment of personnel at different levels. Generally speaking, the recruitment of workers and clerks is decided by the personnel department, while the recruitment of managers and technicians is decided collectively by the recruitment Committee
Options:
1, wrong

question number: 16 question type: yes no question score: 5
content:
job specification is the qualification requirement for the post holder<
Options:
1, wrong

it should be qualifications
norms are some standards in work and so on

question number: 17 question type: yes no question score: 5
content:
Lewin, a famous American psychologist, believes that personal ability, personal conditions and his environment directly affect personal work performance, and personal performance is related to personal ability, conditions and environment There is a kind of field strength function relationship between environments, which is similar to that in physics<
Options:

2. For

question number: 18 question type: Yes or no question, the score of the original question: 5
content:
the forced distribution method can prevent the overevaluation of the number of outstanding people or the result that the score of the evaluated is very close. The problem of this method is that it is based on the assumption that "all departments have the same distribution of performance categories", and it can not distinguish the difference between the good and the bad of each department, and it is difficult to assign small sample units to five performance evaluation categories
Options:

2. The analysis of training needs mainly includes two parts: organizational analysis and personal analysis<
Options:
1, wrong
are three major parts, it seems that there is also a strategic analysis

question number: 20 question type: yes no question score: 5
content:
the starting point of motivation is to meet the various needs of organization members, that is, to meet the external and internal needs of enterprise employees through the systematic design of appropriate external reward forms and working environment
Options:
1. Wrong

obviously wrong. The purpose of motivation is to improve the performance of organization members.

5. Under the guidance of economics and humanism, human resource management refers to a series of activities that effectively use relevant human resources inside and outside the organization through recruitment, selection, training, compensation and other management forms, meet the needs of the current and future development of the organization, and ensure the realization of organizational goals and the maximization of member development
it is the whole process of forecasting the human resource demand of an organization and making a human resource demand plan, recruiting and selecting personnel and organizing effectively, assessing performance, paying compensation and incentive effectively, and developing effectively in combination with the needs of the organization and indivials, so as to achieve the optimal organizational performance. The academic circles generally divide human resource management into eight moles or six moles:
1. Human resource planning
2. Recruitment and allocation
3. Training and development
4. Performance management
5. Salary and welfare management
6. Labor relations management
the core idea of the six moles of human resource management is explained to help business owners master the essence of employee management and human resource management.

6. 1. The company's control over talents should be based on both salary and humanistic care, because talents working in the company not only need to obtain funds, but also need a good working atmosphere and the comfort of being valued and concerned< As for the problem of marketing, it includes too much content. As for the problem mentioned in the data, it should be a specific analysis of the specific situation of different regions. It should not be too dogmatic. The situation of different regions in China is different. Of course, the sales target should not be the same. We should set a target through investigation, then test it in the market, and then adjust it
3. Quality is the foundation of an enterprise's survival. Of course, we should not be careless. But the quality of the staff is uneven, which requires ecation. How to ecate? Of course, it's the real professional experts in the company. Technical by technical experts, sales by sales experts
4. With the growth of the scale of enterprises, it is inevitable that there will be a state of overstaffing, which requires leaders to lay off staff. Leaders who dare not lay off staff are not good leaders
5. The long-term planning of enterprises is very important, and the lack of human resource planning in Chinese enterprises should be paid attention to. Human resource management ultimately serves for sales, but sales is also related to proction and enterprise development. Therefore, planning should be combined with marketing plan, proction plan and enterprise development plan, and long-term plans should be formulated, including personnel allocation, leaving and staying, treatment, etc
the enterprise is a whole, and all its links are important, so we can't look at a single problem, but the problems still need to be solved one by one
in a word, take the overall view and solve the local problems one by one
I think the most fundamental reason is that the enterprise system is not perfect and there is no standardized process.

7. I'd like to mention my opinion a little bit:
1. Make clear the standard of salary increase. This is very important, that is, what is the main purpose of salary increase? Salary increase should not be added because of poverty relief.
2. The assessment standard should not be too one-sided. The assessment should be concted according to the proportion. In fact, the assessment of subordinates is distorted e to the influence of people and relationships.
3. Proper consideration should be given to the improvement of their loyalty. For example, if you give them a salary increase when they need it, their loyalty will be improved.

8. 1、 A: I think the real problem of Tianhong company's performance management lies in the following aspects:
1
the goal of enterprise performance management is to improve the company's performance, and the goal of performance management should be highly consistent with the company's goal. Therefore, the objective of performance management should be to accurately evaluate the performance of employees, and urge employees to strive to improve their personal performance, so as to achieve the company's goals. However, the performance management system of Tianhong company can not accurately reflect the performance of employees. The goal orientation of human resources department is too general and vague, which can't hit the point
2. The work focus of human resources department is improper
the work of human resources department should focus on investigating, researching and analyzing the actual situation of each department of the company, formulating effective assessment plan, collecting feedback information and adjusting the assessment plan appropriately. However, in the case, almost all the energy of the human resources department is put on the assessment results, statistics, filling in forms, calculation, averaging, sorting and publishing, and there is no significant work analysis
3
first, democratic appraisal is inappropriate. There are many subjective elements in democratic appraisal, among which there must be too many prejudices, prejudices and false opinions. The objective impartiality of democratic appraisal has to be doubted. On the other hand, large-scale statistics are easily influenced by the herd mentality, which makes the evaluation results of most people the same and makes the performance evaluation meaningless
Second, it is impossible to train the assessors without training in democratic appraisal, and the human resources department does not do a good job in training the company leaders
4. The evaluation content is unreasonable
first, the evaluation content goes beyond the extension of performance. For a person, work is not his whole life. As a company, the evaluation of a person does not need to evaluate all of them, only need to evaluate the part of the person related to the company's goals. In the performance appraisal of Tianhong company, the design of some appraisal items is vague and has no actual connection with the performance, which not only can not play a positive role, but also reces the weight of the performance part, making the gradient of the appraisal results unclear
Second, the appraisal content is too unified. For a company, the requirements, work nature and work style of different departments and posts are very different, so the evaluation of each department should have different emphasis. According to the characteristics of each department's post, the corresponding evaluation method should be determined, and the appropriate evaluation items should be selected. However, Tianhong company adopts the unified standard, unified scale and unified evaluation project to evaluate the personnel of the whole company, which makes the outstanding employees in the company rank behind in the performance evaluation. Evaluation not only does not play a positive role, but also plays a negative role. Only according to the corresponding assessment indicators of different jobs can be feasible and persuasive
thirdly, the description of evaluation criteria is not accurate. For the same evaluation project, different departments and posts should set up different evaluation standards. However, Tianhong company implements the unified evaluation standard, and the description is also general. As a result, it is impossible to describe the characteristics of different departments accurately and carefully
fourthly, the assessment indicators are too general and empty. Among the ten evaluation indexes, only work performance and work efficiency are related to employees' performance, and these two indexes can not be further refined and quantified. The company's employees are first-class in terms of quality, political ideology and dedication. Strong ability and high knowledge may not necessarily lead to outstanding performance and efficiency
the evaluation content is the most important part of the evaluation process, and any work should serve the evaluation content, so the top priority of Tianhong performance evaluation reform is the reform of evaluation content
5. Performance management means "one size fits all"
first, performance evaluation indicators are one size fits all
Second, the end elimination system should be implemented. It is similar to the last elimination system to give punishment to the last person, but this method is not applicable to all positions. It is generally only applicable to personnel in similar positions, such as marketing. Therefore, the personnel with lower evaluation ranking should not be "one size fits all" and should be treated differently according to different situations< A: I think the reasons for the low ranking of the excellent people are as follows:
1. For example, it is obviously unnecessary and unreasonable that the assessment index of technical personnel in vehicle equipment department includes oral expression ability
2. The validity of performance evaluation index is low, which can not reflect the actual work situation of employees. For example, the financial department evaluation of innovation ability index, obviously the index of financial department personnel evaluation of the validity is low, the evaluation of the index should not be evaluated
3. There are human errors in the process of performance evaluation, such as errors and omissions in the statistical process, and human contradictions caused by mutual open scoring
4. The weight of performance evaluation index is unreasonable. For example, an important work of the vehicle equipment department is to use various management means to ensure the fault free operation of vehicles, but the proportion of this index in the whole evaluation system is very small
5. The evaluation content is too unified. There are great differences in the requirements, work nature and methods of different departments and posts, so the focus and index content of the evaluation should be different. However, Tianhong company adopts a one size fits all approach in the process of performance evaluation index design. If the manager of vehicle equipment department and the director of office all assess the oral expression ability, and adopt the same standard, it is obviously unreasonable
6. The selection of evaluator is not appropriate. If the financial department has an interest relationship with others, it is inevitable to offend people in the work, but the performance appraisal will make these people evaluate the financial department personnel, which will obviously lead to errors; It is also unreasonable to include non-financial department personnel in the evaluation index of "professional knowledge and skills assessment" of financial department
7. The evaluation criteria are vague, and the quantitative ones are not quantified, which leads to the deviation of supervisors. For example, some people work hard, but they are not good at communication, so they get lower scores< 3. A: I think there are the following problems in the performance appraisal index of Tianhong company:
1. The index setting of Tianhong company's performance appraisal system is too simple and casual, which leads to the relative unfairness of the index appraisal. As a result, the employees with excellent performance and the most work are at the end
2. The evaluation staff's unfair score, wrong person, favoritism score. Why do good employees in this case have poor assessment results? One of the important reasons is that with their own subjective impression, the examiners give high scores to those who are good and low scores to those who are bad. This kind of assessment without objective basis will undoubtedly make the assessment meaningless. If we can restrict the assessment behavior of these people, I'm afraid the result may not be like this
3. The evaluation criteria are vague, and the quantitative ones are not quantified, which leads to the deviation of supervisors, resulting in lower scores of employees who are hard-working but poor at communication
4. Inaccurate evaluation criteria. Tianhong company implements a unified evaluation standard, ignoring the characteristics of different jobs; Evaluation description is also general, mostly qualitative indicators, lack of quantitative assessment standards< 4. What kind of evaluation form is more scientific to evaluate Cadres Based on the actual situation of enterprises? Is the way of democratic appraisal appropriate
A: Tianhong company is not suitable to use the form of democratic evaluation when its statistical performance tools are relatively primitive and backward
using a similar method of democratic appraisal, each cadre is assessed by all the relevant personnel (including the superior, the employees of the Department, the representatives of relevant departments, etc.), and the average score is taken at the end. It seems democratic, but it is not. The average score as the final score can not objectively reflect the actual work performance of employees
this is because: first of all, we can't rule out the situation that some employees with poor interpersonal relationship are deliberately pushed down by others, which leads to large errors; Secondly, the relevant personnel may not be able to understand it better. At the same time, the average score can not guarantee fairness; Third, excessive use of qualitative indicators has increased the risk of unfair evaluation results
therefore, it is not appropriate to adopt democratic appraisal in performance appraisal. I think we can choose one of the following methods:
first, we can set the appraisal formula as output + cadre score + ordinary employee score. The score ratio is 5:3:2. The score of each employee is mainly based on personal output, followed by relevant cadres and ordinary workers. In this way, democratic appraisal can be adopted and the score will not be greatly affected by interpersonal relationship and other factors
Second, we can use the combination of self-evaluation and other evaluation (by the direct supervisor and 1-2 employees who work closely with the employees) to evaluate the performance, so that the results will be more objective and true< 5. A new performance management system can be designed from the following aspects:
1. Clear assessment objectives:
led by the company leaders, a leading group with the participation of human resources and department heads is formed to conct in-depth and detailed analysis of the company, formulate overall assessment objectives, and determine assessment sub objectives for different departments. The establishment of evaluation objectives should start from two aspects: "providing basis for personnel management" and "promoting personal performance development of employees"< 2. Adjust the work of the human resources department:
increase the staff of the human resources department, ensure the full play of the role of human resources management, purchase human resources information software, free the staff who are not qualified in human resources from the heavy work of statistics, filling in tables and calculation, and focus on the investigation, research and analysis of various departments of the company, Make the evaluation plan and improve it. At the same time, it is also necessary to carry out appropriate technical training for the company's evaluation personnel, and do a good job of evaluation publicity for employees. Explain and communicate with employees to make them understand and support the appraisal plan, and make them understand the appraisal process, so as to make the appraisal go smoothly
3. Determine the assessors, dialectically treat and use the 360 degree performance appraisal method =
democratic appraisal is time-consuming, laborious and ineffective. It can only be used as a reference with little weight, and it is best to cancel it. Set up an evaluation team, which is composed of company leaders and human resources department to evaluate the person in charge of each department. For the evaluation of employees in each department, the evaluation team is composed of representatives selected by the company leaders, representatives selected by the human resources department and the person in charge of the Department
the human resources department is mainly responsible for the organization and implementation of the evaluation, as well as the skill training of the evaluators and the communication with the evaluated personnel. The main evaluators are the representatives of the company's leaders and the person in charge of the Department
4. Formulate the evaluation content
firstly, the evaluation content of performance evaluation is work performance, work ability and personal initiative. The evaluation items established shall not exceed the scope of the three basic frameworks. The proportion of work performance is more than half, while the proportion of the other two items is basically equal

9. Improve work efficiency and develop people's potential

please adopt if you are satisfied