Wondershare EdrawMind
MindMap Gallery Personnel Management (00324)
- 19
- 1
Personnel Management (00324)
This includes the recitation essence of Personnel Management (00324) and the organization and marking of key knowledge. It helps to quickly sort out knowledge before the exam and strengthen recitation and memory.
Edited at 2022-04-09 16:31:19
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
- Reproductive development of animals
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
Personnel Management (00324)
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
- Reproductive development of animals
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
- Recommended to you
- Outline
Systematic management and monitoring of disinfection and isolation in the Department of Infectious Disease and Isolation
- 12
Personnel Management (00324)
Chapter One Introduction
一、 Objective questions
1. Overview of Personnel Management
（1） "Personnel affairs" refers to the interrelationships between people, people and things, and people and organizations in the social labor process.
（2） From a management perspective, "personnel" refers to the relationship between people and things in the social labor process.
2. Research objects of personnel management
Personnel management studies people, things, the combination of people and things, and personnel systems at home and abroad, both ancient and modern.
3. Characteristics of Personnel Management
（1） Practicality;
（2） intersectionality;
（3） political.
4. Contents of Personnel Management
（1） Personnel Management Theory;
（2） Personnel management system;
（3） Personnel management business knowledge;
（4） modernization of personnel management;
（5） A comparative study of personnel management.
5. Basic principles of personnel management
（1） adapt to needs;
（2） meritocracy;
（3） competitive merit;
（4） Applicable only when appropriate;
（5） Manage according to law.
6. nature of personnel management
Personnel management has natural attributes on the one hand, and social attributes on the other. Natural attributes are derived from its scientific nature, while social attributes are derived from its political or class nature.
7. The position of personnel management
Personnel management is the core part of social management and occupies a particularly important position in the entire social management.
8. Characteristics of Personnel Management
（1） sociality;
（2） multipolarity of interests;
（3） Hierarchy of management.
9. Theoretical foundation of personnel management and its relationship with related disciplines
（1） Psychology is the study of behavior and mental activities.
（2） Personnel management is a discipline that specializes in the study of employing people.
（3） Sociology is a specific social science that conducts comprehensive and overall research on people and society.
（4） Administrative management is the science that studies government administration.
（5） Talent science is a science that studies the phenomenon of talents, reveals the laws of talents, and explores how to make the best use of talents and make the best use of talents.
二、 Subjective questions
Section 1 Personnel Management is a Science
1. Overview of Personnel Management
（1） Personnel management (term explanation):
It refers to the practical activities of managing the relationships between people, people and things, and people and organizations in the social labor process.
（2） How to understand the meaning of personnel management? (short answer)
1||| Personnel management is the management of the relationships between people and things in the social labor process;
2||| Personnel management is carried out through organization, coordination, control, supervision and other means;
3||| Personnel management is not about letting people passively adapt to the needs of things, but active and dynamic management.
2. Research objects of personnel management
（1） Personnel management (term explanation):
Personnel management is a science that takes personnel management activities as the research object and correctly reflects the objective laws of personnel management activities.
（2） What is the research object of personnel management? (short answer)
1||| People, things, and the combination of people and things.
2||| Personnel systems at home and abroad, ancient and modern.
3. Characteristics of Personnel Management (short answer)
（1） Personnel management is a highly practical science;
（2） Personnel management is a highly interdisciplinary science;
（3） Personnel management is a highly political science.
4. Basic viewpoints of personnel management (discussion)
（1） It must be about people.
（2） People's enthusiasm must be fully mobilized.
（3） It must adapt to the requirements of the development of social productive forces.
（4） It must adapt to the environment of the development of socialist market economy.
（5） Attention must be paid to position and personnel evaluation.
Section 2 The Nature, Status and Function of Personnel Management
1. Objectives and principles of personnel management
（1） The fundamental goals of personnel management:
It is to use a series of management methods to adjust the contradictions between people's needs and interests to achieve coordination in people's actions.
（2） This fundamental goal of personnel management has an obvious dual nature:
1||| On the one hand, it exerts influence on people to subordinate individual needs and interests to those of society;
2||| On the other hand, it is necessary to serve others so that the reasonable needs of individuals are met and the legitimate interests of individuals are protected.
（3） To do a good job in personnel work, you must follow the following basic principles (short answer):
1||| adapt to needs;
2||| meritocracy;
3||| competitive merit;
4||| Applicable only when appropriate;
5||| Manage according to law.
2. Functions of personnel management (short answer)
（1） Helps achieve the best combination of people and things.
（2） Helps achieve alignment of responsibilities, capabilities and environment.
（3） It helps to supervise, evaluate and punish workers' work.
3. The role of personnel management (discussion)
（1） Scientific personnel management is a necessary condition to ensure the normal operation of the state machine.
（2） Scientific personnel management is an important means to promote the development of productivity.
（3） Scientific personnel management plays an important role in developing human resources.
Section 3 Theoretical foundation of personnel management and its relationship with related disciplines
1. The relationship between personnel management and administrative management (short answer)
（1） From a connection point of view, administrative management is the science that studies government administrative management. Its main contents include the organization, leadership, personnel administration, decision-making, etc. of government departments. It is both a branch of political science and a branch of management. Since personnel administration is the main content of administrative management research, personnel management is generally regarded as a branch of administrative management.
（2） From the point of view of the difference, since personnel administration in administrative management only studies the management of staff in government departments, while personnel management in a broad sense refers to the management of various tasks in agencies at all levels, enterprises, institutions and social groups. Therefore, logically speaking, the research scope of personnel management should be wider than the study of personnel administration by administrative management. Personnel management is a discipline independent of enterprise management and administrative management. To sum up, personnel management and administrative management are closely related but also have certain differences. They cannot replace each other.
2. The relationship between personnel management and sociology (discussion)
（1） Personnel management is a discipline that specializes in the study of employing people. Sociology is a specific social science that conducts comprehensive and overall research on people and society.
（2） Use sociological perspectives and methods to observe, analyze, and study personnel management issues, which means:
1||| Personnel management should be studied as an important part of social life;
2||| Personnel management is a social activity, and its subjects and objects are people in society, and people's thoughts, emotions and behaviors are all marked by society;
3||| The purpose of sociological research is to provide people with some basic ideas and methods for observing and analyzing personnel management issues.
Chapter 2 Historical Development of Personnel Management
一、 Objective questions
1. The evolution of the official system in ancient China
（1） According to the hereditary blood relationship of the patriarchal system, the "Shiqing Shilu" system is implemented.
（2） During the Qin Dynasty, the central government set up "three ministers and nine ministers" to assist the emperor in handling political, military, economic and other affairs, and the power of appointment and dismissal was in the hands of the emperor.
（3） Recruitment methods of Southern and Northern Dynasties:
1||| inspection system;
2||| levy system;
3||| Nine-grade Zhongzheng system.
（4） The evaluation methods for officials from the Han Dynasty to the Southern and Northern Dynasties were as follows:
1||| class test;
2||| count;
3||| Supervision.
（5） The biggest feature of personnel management in the mature stage is the implementation of the imperial examination system to obtain scholars.
（6） In the Tang Dynasty, the standards for evaluating officials were:
1||| “Four Good Things”;
2||| "Twenty-seven most".
（7） In ancient my country since the Tang and Song Dynasties. The main government agencies involved in personnel management matters include:
1||| Ministry of Rites;
2||| official department;
3||| Yushitai.
2. Western civil service system
（1） The Western civil service system was created and developed to meet the needs of modern administrative management and democratic political development. It originated in the United Kingdom.
（2） An important symbol of the establishment of the Western civil service system is the separation of political affairs.
3. Basic Principles of the Western Civil Service System
（1） democracy;
（2） equality;
（3） public;
（4） efficacy;
（5） Expert leadership.
4. Common Characteristics of Western Civil Service Systems
（1） Legalization;
（2） political neutrality;
（3） Separate political affairs;
（4） The position is permanent;
（5） Merit system.
5. The evolution of China’s personnel system in modern times
（1） The brewing period of China's modern civil service system was in the late Qing Dynasty.
（2） The preparatory period for the establishment of China's civil service system was during the Nanjing Provisional Government.
（3） The formal establishment of the civil service system in modern China was the period of the Beiyang Government.
（4） China's modern civil service system began to be implemented during the Nanjing National Government period.
6. Correctly handle several relationships in personnel information work
（1）
1||| The relationship between quantity and quality;
2||| the relationship between the general and the individual;
3||| The relationship between positive feedback and negative feedback;
4||| The relationship between information conveyed through formal channels and information conveyed through informal channels.
（2） Modern personnel management is inseparable from personnel information. The authenticity and freshness of information refer to the quality of the information.
7. Principles of personnel legislation
（1） Comply with the principle of legislative competence;
（2） Principles of effectiveness grading;
（3） The principle of procedural legality;
（4） The principle of system integrity;
（5） Principles of Stability and Adaptation.
8. The symbol of modernized personnel management
（1） scientific;
（2） Legalization;
（3） Expertise;
（4） Systematize.
9. A modern approach to personnel management
（1） sociological methods;
（2） psychometrics;
（3） Statistical analysis methods;
（4） Operational research.
二、 Subjective questions
Section 1 The official system in ancient China
1. Ancient Chinese Thoughts on Personnel Management
How to understand ancient Chinese personnel management ideas. (short answer)
1||| The idea of rule by man;
2||| The idea of “meritocracy”;
3||| Employ people's thinking of "not seeking perfection and blaming, but taking advantage of their strengths and avoiding their weaknesses".
2. Experience and shortcomings of ancient Chinese personnel system (discussion)
（1） The experience of ancient Chinese personnel system:
1||| Rule officials by law;
2||| Reasonable management mechanism:
The employment principle of competitive selection, the incentive mechanism of rewards according to merit, and the safeguard measures of providing for old age.
（2） Defects of ancient China’s personnel system:
1||| The relationship of personal dependence on the supremacy of kingship is extremely serious;
2||| Unfair competition ways to get into office;
3||| Unequal policies adopted by officials.
Section 2 Western Civil Service System
1. Civil Service and Civil Service System
Civil service system (term explanation):
It is a system of rules and regulations that Western countries systematically provide for the classification, examination, recruitment, assessment, rewards and punishments, benefits, training, promotion, transfer, dismissal, retirement, and security of civil servants.
2. Common characteristics of Western civil service systems (discussion)
（1） Legalization:
The civil service system in Western countries is based on legal management. One of its important features is that the legislation is relatively complete, diverse and extensive in content.
（2） Political neutrality:
It is one of the basic principles of the Western civil service system. On the one hand, it is to prevent civil servants from being affected by partisan political struggles and "advance and retreat with the cabinet"; on the other hand, it is also an important manifestation of the principle of separation of executive, legislative and judicial powers in Western countries.
（3） Separation of political affairs:
The strict distinction between administrative officers and affairs officers is one of the important features of the Western civil service system and an important symbol of the establishment of the Western civil service system. Political officers are elected or politically appointed and serve a term of office. Affairs officers are appointed based on merit through public examinations.
（4） Permanent position:
The professionalization of civil servants and the permanent position system are a basic principle and important feature of the Western civil service system. It is also a status protection right of civil servants. Its purpose is mainly to stabilize the government staff and attract outstanding talents to serve the government. It is also in line with modern times. Professionalization of government administration is closely related.
（5） Merit system:
The implementation of the merit system is not only conducive to ensuring meritocracy and rewarding the superior and punishing the inferior, but also effectively avoiding the disadvantages of official appointment, promotion and demotion, personal likes and dislikes and emotional interference in rewards and punishments, and truly embodies the principles of equal opportunity and equal competition.
（6） Complete management system:
Emphasis on official discipline and professional ethics: In order to organically organize the huge team of civil servants, Western countries have established civil service management systems that suit their own national characteristics. They emphasize that civil servants must not only have high quality and serve the people wholeheartedly, but also must Pay attention to professional ethics.
Section 4 Information, legislation and modernization of personnel management
1. The meaning of personnel information
Personnel information (term explanation):
It refers to various phenomena reflected in the emergence, development, and change of relationships between people and things, as well as people who work together. When these phenomena are perceived by people and described in various forms of information and materials in language, It becomes personnel information.
2. personnel legislation
Personnel legislation (term explanation):
It is the state's systematic legal norms for the relevant aspects and interactions between people and things in personnel management.
3. Modernization of personnel management
Modernization of personnel management (term explanation):
Apply the theories, methods and means of modern management to personnel management work so that personnel work can maintain high efficiency in the face of the rapidly changing modern society and adapt to the development of modern social production and science and technology.
4. Correctly handle several relationships in personnel information work
What relationships should be handled well in personnel information work? (short answer)
1||| The relationship between quantity and quality;
2||| the relationship between the general and the individual;
3||| The relationship between positive feedback and negative feedback;
4||| The relationship between information conveyed through formal channels and information conveyed through informal channels.
5. The significance of personnel legislation
What is the significance of personnel legislation? (short answer)
1||| It is conducive to ensuring the high quality of the cadre team.
2||| It is conducive to improving the work efficiency of state agencies.
3||| It is conducive to promoting the institutionalization and legalization process of administrative management.
6. The status and role of personnel information in personnel management
How to understand the role of personnel information in personnel management? (short answer)
1||| Personnel information is the basis for personnel decisions.
2||| Personnel information is a means to achieve personnel management.
3||| Information feedback is an important way to improve personnel decision-making and improve personnel management levels.
7. Principles of personnel legislation (short answer)
（1） Comply with the principle of legislative competence;
（2） Principles of effectiveness grading;
（3） The principle of procedural legality;
（4） The principle of system integrity;
（5） Principles of Stability and Adaptation.
Chapter 3 Personnel Classification System
一、 Objective questions
1. Taste classification
（1） The taste classification system is a classification system mainly based on personal qualifications and identity. The United Kingdom is a typical country.
（2） Applicable to senior administrative positions and confidential positions. The classification system for temporary positions and highly versatile positions is a taste classification system.
2. Job classification
（1） The job classification system is a personnel classification system that takes positions as the classification object and divides them into different categories and levels according to the nature and content of the work, the severity of the responsibilities, the degree of difficulty, the required qualifications and other factors. It was first developed in the United States.
（2） The classification system suitable for highly specialized jobs and positions is the position classification system.
3. Basic concepts of job classification
（1） Position: It is the duties and responsibilities assigned to each staff member by the parent organization.
（2） Job: Refers to the stipulated work tasks or clear work behaviors performed to achieve a certain goal.
（3） Rank: refers to a combination of positions that have the same or sufficiently similar nature of work, degree of difficulty, level of responsibility, and required qualifications.
（4） Grade: A general term for all positions with sufficiently similar nature of work.
4. Principles of job classification
（1） system principles;
（2） Minimum number of positions;
（3） The principle of integration, division and integration;
（4） Energy level principle.
5. Job Survey Methods
（1） Questionnaire method
（2） interview method
（3） Observation
（4） Documentation method
6. Job evaluation methods
（1） All ranking method
（2） taxonomy
（3） factor comparison method
（4） factor scoring method
7. Job evaluation content
（1） Differentiating grades
（2） Distinguish between ranks
（3） Ranking
8. Job classification standards
（1） Grade Description
（2） Rank specifications
（3） Grade standards
9. Direct causes of job classification
（1） The need to implement equal pay for equal work;
（2） The need to improve work efficiency;
（3） The need for effective assessment;
（4） Adapt to the needs of professional division of labor.
二、 Subjective questions
Section 1 Taste Classification
1. The meaning of taste classification
（1） Taste classification system (term explanation):
It is a classification system that mainly uses personal qualifications (such as education, work experience) and identity (such as family background) as the basis for classification.
（2） Characteristics of taste classification (short answer):
The taste classification establishes a classification system centered on "people".
The taste classification emphasizes the comprehensive management ability of public officials.
The division of responsibilities is simple.
Official and hierarchical positions can be separated.
2. Comments on the taste classification system
Advantages and Disadvantages of Taste Classification. (short answer)
Advantages of taste classification system:
The taste classification system does not have strict classification procedures and basis. The classification of positions is simple, easy to implement in practice, and has advantages in dealing with special situations and emergency needs.
Paying attention to the comprehensive management capabilities of public officials and implementing the grade classification of officials following people will facilitate the normal flow of public officials, allowing them to understand more job categories and work content and become general-purpose talents.
Paying attention to academic background will help improve the overall quality of human resources in the public sector and attract outstanding talents.
Emphasizing the relative separation of seniority and official positions prevents public officials from changing their status and remuneration due to job transfers, which is conducive to the stability of human resources and teams in the public sector.
Disadvantages of the taste classification system:
Since grade classification emphasizes people in advance and setting up positions according to people, it can easily lead to a situation of bloated institutions and overstaffing.
Paying too much attention to the academic qualifications, qualifications, status and other conditions of public servants is not conducive to talents with low academic qualifications and shallow qualifications but strong abilities and high standards to stand out, is not conducive to the full use of talents and the full and reasonable use of talents, and affects the improvement of public efficiency and work enthusiasm.
All public employees are divided into several different levels, which easily breeds estrangement and mutual discrimination. Service awareness and teamwork spirit are poor, and the work pace is difficult to be consistent and neat.
The lack of standardized work requirements for public employees results in a lack of objective basis for the assessment, training, and promotion of public employees.
Determining remuneration based on official rank can easily lead to unequal pay for equal work, which is not conducive to motivating public officials.
Section 2 Job Classification
1. The meaning of job classification
（1） Job classification (term explanation):
It takes positions as the classification object and divides them into different categories and levels according to the nature and content of the work, the severity of the responsibilities, the degree of difficulty, the required qualifications and other factors.
（2） Characteristics of job classification (short answer):
Position classification is a classification centered on "things" and follows the principle of "selecting people based on things". The object of classification is the position, not the person in the position.
The basic standard elements on which job classification is based are the nature of the job, difficulty level, level of responsibility and required qualifications.
Job classification is not about solving what a certain position should do specifically, but rather objectively analyzing and evaluating what each position does, thereby determining the position of each position in the job classification structure and achieving the purpose of classified management.
Job classifications are not fixed and may change as the job structure, organizational functions, and job tasks change.
Position classification is not an end in itself, but just a scientific method of personnel management.
2. Advantages and Disadvantages of Job Classification
（1） Advantages of job classification (short answer):
Setting people up for situations can effectively avoid the phenomenon of setting things up for people and making up for the mistakes.
It can make the examination and assessment standards objective, which is conducive to getting the right results for the right people and making the best use of their talents.
Facilitate the implementation of fair and reasonable wages and the development of staff training plans.
We can clearly define responsibilities and improve the scientific nature of the organization.
There is a strict set of regulatory documents.
Remuneration is determined by work, and equal pay for equal work is implemented.
Provide objective basis for various management such as examination and recruitment, assessment of rewards and punishments, and promotion.
（2） Disadvantages of job classification:
It is not suitable for senior administrative positions, confidential positions, temporary positions and positions with strong generality.
The procedures for implementing job classification are cumbersome and complex, requiring a large amount of manpower and material resources and the participation of experts with resumes.
Job classification emphasizes tasks rather than people, and strictly stipulates the promotion and transfer channels for personnel, so that individual enthusiasm cannot be fully utilized.
Job classification places too much emphasis on openness and quantitative indicators in assessment, making it cumbersome, rigid and difficult to implement.
3. The meaning of job analysis
Job analysis (term explanation):
Also called job analysis. Job analysis refers to a comprehensive and systematic description and recording of the nature, content, tasks, responsibilities, requirements, technical and environmental conditions and related factors of all jobs in an organization.
4. Reasons for job classification (short answer)
（1） The need to improve work efficiency;
（2） Adapt to the needs of professional division of labor;
（3） The need for effective assessment;
（4） The need to implement equal pay for equal work.
5. The use of job analysis in personnel management (short answer)
（1） Job analysis provides the basis for guiding and simplifying work;
（2） Correctly handle the relationship between jobs based on job analysis;
（3） Job analysis is the basis for recruitment and hiring;
（4） Job analysis is the basis for employee training;
（5） Job analysis is the basis for job evaluation;
（6） Job analysis provides the basis for employee assessment.
（7） Job analysis provides the basis for employee promotion and deployment.
Section 3 Principles and Functions of Job Classification
1. Basic concepts of job classification
（1） Position (noun):
Positions are duties and responsibilities assigned to each staff member by the parent organization.
（2） Rank (noun explanation):
It refers to a combination of positions that have the same or sufficiently similar nature of work, degree of difficulty, level of responsibility, and required qualifications.
（3） Grade (noun explanation):
Grade refers to a summary of ranks that have different natures of work but are equivalent in terms of difficulty, responsibilities, and required qualifications.
2. Functions of job classification (short answer)
（1） Position classification is the starting point and foundation of modern personnel management.
（2） Job classification provides the employment standard of "seeking talents according to the situation".
（3） Job classification is the basis and basis for formulating a reasonable salary system.
（4） Position classification provides objective, fair, scientific and reasonable standards for assessment, rewards and punishments.
（5） Job classification provides a scientific basis for vocational training.
（6） Position classification is conducive to the implementation of the job responsibility system and the improvement of work efficiency.
（7） Job classification is conducive to streamlining the organization and rationalizing staffing.
（8） The implementation of job classification is conducive to improving and improving the retirement and retirement system.
Section 4 Steps and methods of job classification
1. Steps and methods of job classification (short answer)
（1） Job investigation: survey method, interview method, questionnaire method, document method;
（2） job analysis;
（3） Job evaluation: all ranking methods, classification methods, factor comparison methods, factor scoring methods;
（4） Establish job classification standards;
（5） Position classification.
Chapter 4 Position and Title Management
一、 Objective questions
1. Characteristics of the job
（1） It is the basic unit that constitutes an organization;
（2） It is the unity of responsibility and power.
2. Rank
（1） The setting of administrative levels and ranks is similar to the division of official positions and titles in ancient times.
（2） The status evaluation of ancient officials actually included three hierarchical systems:
1||| The size of the official position;
2||| job title;
3||| Grade products.
（3） In ancient times, rank was similar to a rank, representing an official's status. Ranks are of an honorary nature.
（4） The ancient job titles were equivalent to what we now call "ranks."
3. Job Category
Civil service positions in my country are divided horizontally into:
1||| Comprehensive management
2||| Professional and technical
3||| Administrative law enforcement
4||| Judge prosecutor class
4. job management system
（1） Positions in public institutions in my country are divided horizontally into:
1||| Management
2||| Professional and technical
3||| Work skills and other job categories
（2） Characteristics of professional and technical civil servant positions:
1||| purely technical
2||| low substitutability
3||| technical authority
（3） Special positions are essentially one of management positions, professional and technical positions, and work skills positions, and are not a separate category of positions.
5. Level management
（1） In setting the levels of civil servants in our country, we mainly consider:
1||| Increase the sense of honor of civil servants;
2||| Reflect the principle of distribution according to work;
3||| Stabilize the civil service team and attract outstanding talents.
（2） Professional and technical positions in public institutions are divided into:
1||| advanced
2||| intermediate
3||| primary
4||| Staff level positions
（3） Public institutions set up work skills positions from one to five levels:
1||| Senior Technician
2||| technician
3||| Senior worker
4||| Intermediate level worker
5||| entry-level worker
6||| General worker
6. Rank system
Types of title system in my country:
1||| police rank system;
2||| Customs title system;
3||| Ranking system of foreign affairs agencies;
4||| military rank system;
5||| The rank of the armed police.
7. Title management
（1） Professional titles reflect a person's professional, technical or academic level.
（2） Characteristics of professional and technical titles:
1||| ability title;
2||| No amount limit;
3||| Has relative stability;
4||| The same professional title, the same evaluation standards;
5||| It has nothing to do with personnel use.
（3） Occupational access refers to restrictions on citizens engaging in certain occupations or professional and technical work for specific social purposes.
（4） Vocational qualifications are the basic requirements for the knowledge, technology and abilities necessary to engage in a certain occupation, reflecting the specialized knowledge, technology and skills required for a specific occupation, including professional qualifications and professional qualifications.
（5） The evaluation of professional ability level is essentially a market behavior.
（6） The professional and technical title appointment system refers to the professional and technical title appointment system.
二、 Subjective questions
Section 1 Job Management
1. Characteristics of civil servant duties (short answer)
（1） Positions are the microscopic carrier of agency functions;
（2） The position is independent;
（3） Position is the unity of authority and responsibility;
（4） The number of positions is limited. (short answer)
2. level functions
（1） Level is a unified yardstick for balanced comparison of different categories of positions.
（2） Level is the basis for determining wages and other benefits.
（3） Level is a comprehensive symbol that reflects position, ability, performance, and qualifications.
3. Principles to be followed when mapping positions and levels (short answer)
（1） Combine job title with level;
（2） The level reflects the incentive function;
（3） "One job has several levels, crossing up and down."
4. The importance of setting up administrative law enforcement positions (discussion)
（1） It is the need to establish a long-term restraint mechanism for the front-line civil servant law enforcement team.
（2） It is conducive to promoting the establishment of basic quality standards for front-line administrative and law enforcement civil servants, standardizing the recruitment of importers, and overcoming "inbreeding" in practice.
（3） Front-line law enforcement civil servants can be better motivated.
Section 2 Professional Title Management
1. Definition of professional title
（1） Professional title (noun explanation):
The professional and technical (or knowledge) level, ability and achievement level title is an evaluation of the level, ability and achievements of various professional and technical personnel and a collective name for various professional and technical positions, including professional and technical position qualifications, professional and technical qualifications and Vocational qualifications for professional and technical personnel.
（2） Technical positions (term explanation):
Also known as professional and technical positions, they refer to jobs that require personnel with specialized business knowledge and technical levels and certain professional and technical qualifications.
（3） Professional and technical titles (term explanation):
It is a graded title that marks professional technical or academic level. It is a qualification conferred by an authoritative organization after evaluating and identifying the level, ability, and performance of professional and technical personnel. It has a high degree of social recognition.
2. How to build a scientific and fair socialized professional level evaluation system (discussion)
（1） Establish expert committees;
（2） Adhere to the principle of "professional counterpart";
（3） The professional level of the evaluation expert shall not be lower than that of the evaluation object;
（4） A “defense” link should be set up in the evaluation;
（5） Participating experts must be fair and impartial;
（6） Implement an avoidance system. (kinship);
（7） The principle of majority approval (2/3) should be adhered to in the evaluation;
（8） Avoid "insider control."
Section 3 Reform of Professional Title Management
1. The evolution of the connotation of professional titles (short answer)
The economic stage of development of the connotation of professional titles:
1||| From position to academic title (1949~1977);
2||| From academic title to position (1977~1993);
3||| From job title to qualification (since 1994).
2. Basic ideas for the reform of professional title system (discussion)
（1） Recognize the three elements of the professional title system - career access, professional level evaluation, and job tenure evaluation;
（2） What belongs to the country belongs to the state, what belongs to society belongs to society, and what belongs to the unit belongs to the unit;
（3） Promote the legalization of the professional title system.
Chapter 5 Personnel Planning and Management
一、 Objective questions
1. Five characteristics of personnel planning
（1） Targeted;
（2） developmental;
（3） scientific;
（4） Practicality;
（5） Wholeness.
2. Personnel planning classification
（1） Personnel planning is classified according to the nature of planning: strategic planning and tactical planning.
（2） Personnel planning is classified according to the scope of involvement: overall planning, department planning, and project planning.
3. Personnel Planning Principles
（1） The German-American psychologist Lewin proposed his own theory on the relationship between individuals and the environment, Lewin's field theory.
（2） Cook used graduate students as an example to demonstrate the necessity of personnel turnover from the perspective of employee creativity.
4. Personnel planning process
（1） Data collection and preparation phase;
（2） Human resource demand forecast;
（3） Human resource supply forecast;
（4） Determine the supply and demand of human resources;
（5） Develop specific personnel plans;
（6） Review and evaluation of personnel planning.
5. Human resources demand forecast
（1） The methods for forecasting personnel demand include: excluding single-person horse-changing (excluding supply method).
（2） In the forecasting of human resource demand, the forecasting method is based on relatively complete statistical data and uses mathematical methods to find out the regular relationship between the forecast target and other factors. It is quantitative forecasting.
6. Develop specific personnel plans
If an organization is facing a shortage of human resources, steps it can take include:
1||| Organize employee training to improve employee capabilities;
2||| According to the actual situation of employees, merit-based promotions will be made;
3||| Seconded employees to assist with work;
4||| Conduct job analysis to improve employee work efficiency;
5||| Conduct external recruitment and hire talents.
7. Human Resource Demand Forecasting Method
The Delphi method refers to a structured method that invites some experts or experienced personnel in a certain field to predict a certain issue, and draws conclusions after the prediction opinions of the expert group tend to be concentrated.
8. Human resources supply forecasting method
（1） The supply forecast of organizational personnel planning includes the supply of personnel within the organization and outside the organization.
（2） Methods for personnel planning and supply forecasting include:
1||| Technical List;
2||| Personnel Verification Act;
3||| Employee Replacement Act;
4||| Markov model prediction method.
（3） The employee replacement method is a simple and effective method to predict the internal supply of personnel in an organization through job replacement charts.
9. oversupply
When there is an oversupply situation within the party organization, the following measures can be taken:
1||| Restrictions on employment;
2||| encourage early retirement;
3||| Reduce employee working hours;
4||| Fire employees.
二、 Subjective questions
Section 1 Overview of Personnel Planning
1. Personnel planning concept
Personnel planning (term explanation):
It is an activity in which an enterprise, starting from its strategic planning and development goals, comprehensively and scientifically analyzes changes in the internal and external environment, predicts the supply and demand of the enterprise's human resources, and formulates relevant policies and measures to ensure that the enterprise's demand for human resources is met. process.
2. Personnel planning classification (short answer)
（1） Long-term planning (more than 5 years);
（2） Medium-term planning (1-5 years);
（3） Short-term planning (within 1 year).
3. Principles of personnel planning (short answer)
（1） demand protection principle;
（2） Focus on clear principles;
（3） Principles of environmental adaptation;
（4） Principle of appropriate flow;
（5） The principle of capability hierarchy;
（6） The principle of common development.
4. Katz's theory of organizational longevity (short answer)
The Katz curve tells us that organizations will also experience growth, maturity, and decline, and their optimal age range is 1.5 to 5 years. After more than 5 years, the organization will face the dilemma of aging, which also illustrates the importance of personnel turnover. Therefore, the best solution is to inject new vitality into the organization through the flow of personnel. Generally speaking, the time interval between transfers should be more than 2 years, which allows employees to adapt to the new organizational environment and complete the work projects in a position.
5. The role of personnel planning (short answer, discussion)
（1） Enhance the ability of enterprises to cope with market competition.
（2） Meet the requirements of corporate development strategy.
（3） Guide the internal human resources management of the enterprise.
（4） Promote the development of human resources within the enterprise.
Section 2 Personnel Planning Methods
1. Human Resource Demand Forecasting Method
Delphi method (term explanation):
It refers to a structured method that invites some experts or experienced personnel in a certain field to predict a certain issue, and draws conclusions after the prediction opinions of the expert group tend to be concentrated.
Section 3 Implementation and Control of Personnel Planning
1. Procedures for implementing personnel planning (short answer)
（1） Implementation of planning tasks;
（2） Adjustment of organizational structure;
（3） Optimal allocation of resources.
2. Procedures for personnel planning implementation control (short answer)
（1） Determine control objectives;
（2） Establish control standards;
（3） Establish a control system;
（4） Measure and evaluate implementation effects;
（5） Take adjustment measures.
Chapter 6 Personnel Recruitment and Training
一、 Objective questions
1. Principles of recruitment
（1） Legality is the most basic principle in personnel recruitment work.
（2） Forecasting personnel needs is the first step in recruitment work.
2. Recruitment testing and selection
（1） Background investigation is an effective method that can directly prove the applicant's situation by collecting information about the applicant's previous workplace.
（2） Interviews are divided into content-based interviews: situational interviews, job retrospective interviews, behavioral description interviews, and psychological interviews.
3. Evaluation of employment
（1） Recruitment budget includes: recruitment advertising budget, physical examination, selection budget, and recruitment test budget.
（2） The indicators for evaluating the number of hires include: hire ratio, application ratio, and recruitment completion ratio.
（3） The efficiency evaluation of recruitment is reflected in the work performance of the hired personnel.
4. Training needs analysis
（1） Training needs analysis based on the strategic level includes: changes in organizational priorities, personnel forecasts and organizational attitude surveys.
（2） The analysis of training needs based on the individual level of employees includes two aspects: employee job performance and employee career planning.
（3） The single-choice gap analysis method is to compare the actual situation with the ideal situation, find out the gap and its extent, and analyze the reasons to determine training needs.
（4） On-site observation method is to conduct training needs analysis by directly observing the actual work behavior of employees at the work site.
5. Types of training
Training is divided into four types according to its purpose:
1||| initial training;
2||| on the job training;
3||| promotion training;
4||| Specialized business training.
6. Training methods
（1） The case analysis method is a training method that is generally valued and welcomed.
（2） The contents of the behavioral demonstration training process include: attention, response and mechanical repetition.
7. Training evaluation
The level that evaluates students’ mastery of knowledge and skills is learning.
二、 Subjective questions
Section 1 Recruitment
1. Recruitment decision
Recruitment decision (term explanation):
It refers to the process of further selecting the candidates who have passed the selection test to determine which candidate or candidates will be finally hired.
2. Principles of recruitment (short answer)
（1） The principles of fairness, justice and openness;
（2） efficiency principle;
（3） principle of legality.
3. Methods of personnel selection (short answer)
（1） written examination;
（2） interview;
（3） psychological testing;
（4） Evaluation Center.
4. Recruitment procedures (discussion)
（1） Prepare recruitment plan;
（2） Develop recruitment strategies;
（3） Publish recruitment information;
（4） Recruitment testing and selection;
（5） Personnel recruitment;
（6） Employment evaluation.
Section 2 Training
1. Personnel training
Personnel training (term explanation):
It refers to a series of planned and systematic work carried out to improve the knowledge, skills, abilities and attitudes of organizational employees through training, development, education and other means.
2. Levels of training evaluation
4 levels of personnel training evaluation (short answer):
（1） Reaction, that is, students’ direct feelings, is reflected in students’ feedback on training activities;
（2） Learning, that is, the degree of mastery of skills, is reflected in students' evaluation of assessment results;
（3） Behavior, that is, the degree of improvement of students' work behavior, is reflected in the evaluation of work performance;
（4） The results, that is, the degree to which job performance is improved, are reflected in the evaluation of job performance.
3. Training needs analysis
What does training needs forecast include? (short answer)
（1） The first element is training needs analysis based on strategic level.
（2） The second element is training needs analysis based on the organizational level.
（3） The third element is employee-level training needs analysis.
4. Training methods (short answer)
（1） Teaching method;
（2） discussion method;
（3） case study method;
（4） role-playing method;
（5） Model Code of Conduct;
（6） Interactive group method.
Chapter 7 Personnel Change and Flow Management
一、 Objective questions
1. The meaning of employee turnover management
（1） Involuntary outflow refers to dismissal, early retirement, and passive on-the-job unemployment.
（2） Natural outflow refers to retirement, disability, death, etc.
2. Goals of employee turnover management
Ensure that enterprises can successfully obtain talents; cultivate employee loyalty; and obtain the most efficient human resource allocation efficiency.
3. Clarify recruitment procedures
（1） The recruitment process is the entire process including a series of links from identifying job vacancies, determining recruitment strategies to candidate screening and hiring.
（2） The principle of fair competition refers to the disclosure of assessment methods and assessment procedures, and the adoption of structured testing methods to screen applicants.
4. External recruitment channels
（1） Talent recruitment fair;
（2） Campus Recruiting;
（3） Employee recommendations;
（4） Talent agencies and headhunting firms;
（5） Online recruitment.
5. Principles of personnel screening
（1） Principle of fair competition;
（2） The principle of "it's better to lack than to waste";
（3） Two-way choice principle.
6. Training methods
（1） The case analysis method is a training method that is generally valued and welcomed.
（2） The contents of the behavioral demonstration training process include: attention, response and mechanical repetition.
7. Basic types of civil servant mobility
（1） Civil servants entering the civil service system through certain forms and channels are inbound flows.
（2） The flow of civil servants is analyzed based on the space of personnel flow: inbound flow, intraboundary flow, and outbound flow.
（3） Measuring indicators of the flow of civil servants: flow direction, flow space, flow method, flow frequency and flow procedures, etc.
8. Basic characteristics of civil servant mobility
（1） Basic characteristics of civil servant mobility:
1||| Driven by economic interests;
2||| dynamic adaptability;
3||| Energy level correspondence;
4||| Administrative culture orientation.
（2） Dynamic adaptability: It is the regularity that people and things mutually restrict and promote development and change.
9. Basic principles of civil servant mobility
（1） Adhere to the principle that the party controls cadres;
（2） Adhere to principles recognized by the masses;
（3） Adhere to the principle of acting in accordance with the law;
（4） Adhere to the principle of coordinating flow and stability;
（5） Adhere to the principle of moderate mobility.
10. group Culture
Organizational culture refers to the shared value system of organizational members including beliefs, styles, and behavioral norms.
11. wage mechanism
The salary mechanism is an important lever to guide the optimal allocation of civil servant talent resources.
二、 Subjective questions
Section 1 Overview of Employee Mobility Management
1. The meaning of employee turnover management
Employee mobility management (term explanation):
It refers to the planning, coordination and control of the inflow, internal flow and outflow of human resources by the enterprise to ensure the availability of human resources and meet the development needs of the enterprise and the career development needs of employees.
Section 2 Enterprise employee mobility management
1. The meaning of employee turnover management
Involuntary outflow (term explanation):
It refers to employee mobility types such as dismissal, early retirement, and passive on-the-job unemployment.
Section 3 Civil Service Position Changes and Mobility Management
1. The basic connotation of civil servant mobility
Mobility of civil servants (short answer):
It refers to the domestic or international changes in the nature of work, region, field, position (title), and position within a certain period of time in accordance with legal procedures and methods within and outside the administrative system.
2. Basic functions of civil servant mobility (short answer)
（1） Conducive to promoting the realization of civil servants’ own values;
（2） Conducive to optimizing the allocation of civil servant talent resources;
（3） It is conducive to improving the effectiveness of administrative organizations.
3. External challenges to civil servant mobility (short answer)
（1） The development of market economy poses challenges to the management of civil servant mobility.
（2） The deepening of the reform of the political and administrative system poses challenges to the management of civil servant mobility.
（3） Economic integration poses challenges to the management of civil servant mobility.
Section 4: Problems existing in the mobility of civil servants and improving countermeasures
1. Problems existing in the mobility of civil servants (discussion)
（1） The flow of civil servants is in a single direction, with obvious profit-seeking flow;
（2） The scientific effectiveness of civil servant entrance management needs to be improved;
（3） Internal mobility among civil servants lacks dynamism;
（4） The export management of civil servants needs to be improved.
2. How to build a good organizational environment (short answer)
（1） Promote the flat transformation of administrative organizations;
（2） Improve government service levels, combine appropriate decentralization with necessary controls;
（3） Restrictive introduction of market mechanisms and private sector management methods.
3. Analysis of the causes of problems in the mobility of civil servants (short answer)
（1） Ideologically and culturally, the sense of officialdom is deeply rooted;
（2） In terms of organizational form, power concentration is relatively high;
（3） In terms of institutional system, the management of civil servant mobility is not standardized enough.
4. Optimization strategies for civil servant mobility (discussion)
（1） Clarify the positioning and principles of my country’s civil servant mobility management;
（2） Cultivate new organizational culture and create an advanced cultural environment;
（3） Promote organizational transformation and create a good organizational environment;
（4） Improve the mechanism for civil servant mobility management;
（5） Establish an incentive mechanism for civil servant mobility;
（6） Improve the supporting system for the withdrawal of civil servants.
Chapter 8 Personnel Performance Management
一、 Objective questions
1. Principles of performance appraisal
（1） The principle of fairness and justice;
（2） The principle of objectivity and accuracy;
（3） Principle of Diversity;
（4） feasibility principle;
（5） Practicality Principle
2. Divided according to the form of performance appraisal
（1） Oral assessment and written assessment;
（2） Direct assessment and indirect assessment;
（3） Individual assessment and collective assessment.
3. Divided according to performance appraisal standards
Absolute standard assessment and relative standard assessment.
4. Regular assessment
Periodic appraisal is a performance appraisal divided by time.
5. Contents of performance appraisal
It mainly includes five aspects: morality, ability, diligence, performance and integrity.
6. Relative evaluation method in performance appraisal
Sequential comparison method, relative comparison method and forced step-by-step method are all relative evaluation methods in performance appraisal.
7. Information sources for the 360-degree performance appraisal method
Superiors, colleagues, subordinates, myself and internal and external customers of the company
8. Performance Appraisal Process
（1） Determine the assessment cycle;
（2） Prepare work plan;
（3） Calibrate quantitative and effective indicators;
（4） Regulate the assessment process;
（5） Check and accept work results;
（6） Application of assessment results.
9. Incentives
（1） Material incentives include salary standards, welfare benefits, reasonable promotion mechanisms and assessment mechanisms.
（2） Incentive mechanisms include incentive timing, incentive frequency and incentive degree.
（3） The needs of employees are the starting point for the motivation mechanism.
10. non-financial incentives
（1） work incentive laws;
（2） Incentives for training and development opportunities;
（3） Honor Incentive Law;
（4） The work environment is motivating.
11. Employee performance and organizational performance
Employee performance and organizational performance are both different and related.
12. performance management
Performance management is a complete management process, including performance plan formulation, implementation and coaching, evaluation and feedback.
13. Mental stimulation
Spiritual incentives include: cultural incentives, honor incentives, communication incentives and goal incentives.
14. relative comparison method
Relative comparison method, when the number of employees to be assessed is n, n*(n-1)/2 times need to be compared.
二、 Subjective questions
Section 1 Overview of Performance Appraisal
1. The connotation and function of performance appraisal
（1） Performance appraisal (term explanation):
It refers to the organization's systematic assessment of the work quantity, work quality, work efficiency, work ability, work attitude, behavioral ability, etc. of its employees in accordance with legal management authority and in accordance with certain principles, procedures and performance standards.
（2） The role of performance appraisal (discussion):
1||| Performance appraisal provides the basis for the appointment, transfer and promotion of employees;
2||| Performance appraisal provides a basis for the organization to determine reasonable compensation;
3||| Performance appraisal provides the basis for employee training and development;
4||| Performance appraisal provides the basis for decision-making in the organization's transformation and development.
2. performance
What is multidimensionality of performance (short answer):
It refers to employees who are engaged in different types of labor, and their performance is expressed in different ways. For example, the performance of productive work can be clearly quantified, but the performance of non-productive work is more difficult to measure with simple quantities and requires more subjective judgment. The multidimensionality of performance determines that when conducting performance appraisals, organizations must fully consider the characteristics of different job functions and evaluate employee performance from multiple dimensions.
3. Types of performance appraisal (short answer)
（1） Qualitative assessment;
（2） Quantitative assessment.
Section 2 Performance Appraisal Management
1. Management by objectives (term explanation)
（1） Management by objectives method (term explanation):
It is a performance appraisal method that decomposes the overall goals of the organization into individual goals step by step, and finally evaluates the employees according to their completion of work goals.
（2） The basic content of the management by objectives method (discussion):
It is a performance appraisal method that decomposes the overall goals of the organization into individual goals step by step, and finally evaluates the employees based on their completion of work goals. Before starting work, the organization and the employee being assessed should reach an agreement on the work content that needs to be completed, the time limit, and the assessment standards; at the end of the time period, the organization will conduct the assessment based on the work status of the employee being assessed and the original assessment standards. .
2. Contents of performance appraisal (short answer)
（1） Morality refers to the performance of ideological and political quality, personal morality, professional ethics, social ethics, etc.;
（2） Ability refers to the professional quality and ability to perform duties;
（3） Diligence refers to performance in terms of responsibility, work attitude, work style, etc.;
（4） Performance refers to the quantity, quality, efficiency and benefits of completed work;
（5） Integrity refers to the performance of honesty and self-discipline.
Section 3 Overview of Personnel Incentives
1. The connotation of motivation
（1） Incentive (noun explanation):
It is a psychological activity process in which, under the influence of certain external stimulation factors, people generate an inner motivation to pursue and strive toward the desired goal.
（2） Incentives should be noted (short answer):
1||| The starting point of motivation is to meet the various needs of organizational members;
2||| Scientific motivation work needs to pay attention to both rewards and punishments;
3||| Motivation should run through the entire process of the organization’s employees’ work;
4||| Information communication should run through the beginning and end of motivation work;
5||| The ultimate goal of motivation is to enable organizational members to achieve their personal goals while achieving the organization's expected goals.
2. The role of motivation (short answer)
（1） Goal-directed functioning;
（2） Promote the coordination and unification of various departments and build a cohesive organization;
（3） Motivate employees to work.
Section 4 Personnel Incentive Management
1. Motivational timing
Incentive timing can be divided into three forms: (discussion)
1||| Pre-period incentives: Before work begins, announce task indicators and corresponding rewards and punishments;
2||| Mid-term incentives: During the work process, tasks and corresponding rewards and punishments are specified in stages;
3||| End-of-period incentives: After the work tasks are completed, employees are motivated based on a summary of the previous work.
Chapter 9 Salary Management
一、 Objective questions
1. monetary compensation
（1） Basic wage;
（2） Overtime pay;
（3） allowance;
（4） Stock options.
2. The role of compensation
（1） Compensation function;
（2） Motivational function;
（3） Configuration function;
（4） Benefit function.
3. The grade wage system divides employees’ basic wages into
Position wages, level wages, basic wages and seniority wages.
4. "Civil Service Law" stipulates
In 2006, the Civil Servant Law stipulated that employee wages mainly consist of basic wages, bonuses, allowances and subsidies.
5. wage system
Since the founding of the People's Republic of China, our country's wage system has undergone four relatively important reforms.
6. Principles of Welfare System Design
（1） The principle of compatibility between welfare and economic and social development;
（2） Welfare should be consistent with the economic affordability of the organization;
（3） The principle of appropriate proportion of wages and benefits.
7. Benefit content
（1） working hours system;
（2） annual leave system;
（3） transportation subsidies;
（4） Welfare fee system;
（5） Wedding and funeral leave system.
8. social insurance
Social insurance is mandatory, protective, reciprocal and differentiated.
9. Contents of social insurance
Social insurance includes five insurance items, including pension insurance, medical insurance, unemployment insurance, work-related injury insurance and maternity insurance, which are often referred to as the "five insurances".
10. auxiliary salary
Auxiliary pay consists of performance pay and achievement pay.
11. The grade salary system applies to:
（1） Party and government organs at all levels, people's congresses, political consultative conferences, courts, procuratorates, and democratic parties.
（2） Units that perform state administrative functions, engage in administrative management activities, and implement the national civil service system or manage and use public institutions with reference to the national civil service system.
（3） Mass organizations managed with reference to the national civil service system, such as trade unions, Communist Youth League, Women's Federation, etc., are social organizations entrusted by administrative agencies to assume administrative functions and use administrative establishments.
12. Different manifestations of wages and benefits
The status in the salary is different; the basis of payment is different; the form of payment is different; and the level of protection is different.
13. Living welfare facilities
The employee canteen is a welfare facility.
14. Principles of compensation system design
The principle of legal protection, the principle of equal pay for equal work, and the principle of balanced comparison.
15. monetary compensation
Salary is monetary compensation.
二、 Subjective questions
Section 1 Salary Overview
1. The connotation of salary
Salary (noun explanation):
It refers to the sum of various forms of rewards given by the organization to employees for their work in different jobs.
2. The role of compensation
Reasons why salary has a compensation function (short answer):
1||| Employees must expend a certain amount of physical and mental energy in the process of working for organizational goals. Therefore, only by receiving corresponding compensation can employees ensure the efficiency of their work and the smooth progress of their work.
2||| With the advent of the knowledge age, in order to better complete their work, employees need to conduct their own education and training, continue to learn, and adapt to the rapid update of knowledge. This investment must also be compensated, otherwise employees will no longer be willing to invest in human capital.
3||| Employees also bear certain family responsibilities and social responsibilities, which require employees to work hard to obtain sufficient material rewards in order to better maintain the material and cultural life needs of the entire family.
3. Basic salary and auxiliary salary
The main contents of salary classification by function: (discussion)
1||| According to the function of salary, salary can be divided into two parts: basic salary and auxiliary salary.
2||| Basic salary is a stable remuneration paid to employees based on the skills they have to complete the work and the work itself undertaken and completed by the employees.
3||| Auxiliary pay refers to various work rewards other than basic pay, usually consisting of performance pay and achievement pay.
Second section salary
1. Wage connotation and determination theory
Salary (noun explanation):
It is the monetary reward that employees receive from the organization as a result of their efforts to achieve organizational goals, which is commonly referred to as salary in the narrowest sense.
2. prevailing wage system
How is the basic salary specified in the current wage system (short answer):
The main function of basic salary is to meet the basic living expenses of employees and their families. The basic wage standards are mainly based on the living expenses of urban residents across the country and are regularly adjusted based on the price increase index.
Section 3 Welfare
1. Collective living welfare facilities (short answer)
Unit collective living welfare facilities refer to welfare facilities established by the organization in order to meet the common needs of employees, reduce the burden of housework on employees as much as possible, improve the physical and cultural quality of employees, and facilitate employees' lives. They mainly include the following contents:
1||| Living welfare facilities. Including employee canteens, employee dormitories, barber rooms, lounges, etc.;
2||| Social and cultural facilities. Including cultural palaces, clubs, stadiums, etc.;
3||| Staff housing and other facilities.
2. Family visit system
Family visit system (term explanation):
The family visit system is a welfare system established by organizations to solve the problem of reuniting employees with their parents, spouses and other relatives who live in two places. It includes three aspects: conditions for enjoying family leave, family leave and holiday benefits.
3. Principles of welfare system design (short answer)
（1） The principle of compatibility between welfare and economic and social development;
（2） Welfare should be consistent with the economic affordability of the organization;
（3） The principle of appropriate proportion of wages and benefits.
4. The connotation of welfare
Discuss the difference between wages and benefits (discussion):
1||| Different positions in compensation. Wages are monetary remuneration, accounting for the main part of remuneration and are the basic form of remuneration, while benefits are non-monetary remuneration and play a supplementary role in remuneration.
2||| The basis for payment is different. Salary follows the principle of distribution according to work and is the result of performance appraisal, but benefits generally have little correlation with working hours or work contribution. Generally, members of an organization can equally receive the benefits provided by the organization, so benefits have Universality.
3||| The payment forms are different. Generally speaking, wages are paid in the form of currency, and benefits come in many forms, which can be currency, physical goods, or services.
4||| The level of protection varies. Wages are to protect employees' basic living standards, while benefits focus more on improving and improving employees' living standards.
5. The principle of compatibility between welfare and economic and social development
Why should welfare levels be adapted to economic and social development (discussion):
1||| Welfare benefits that are too high will lead to serious fiscal burdens, because welfare is rigid and "only increases but does not decrease", which may eventually lead to fiscal deficits and make ends meet. Although the source of welfare funds can be increased by raising taxes and other methods, the burden on the people cannot be underestimated, and social conflicts may be intensified at any time.
2||| If welfare benefits are too high, the core incentive function will be sharply reduced or invalidated, and even negative phenomena such as "welfare entrapment" and "active unemployment" will occur. Excessive welfare benefits will cause employees to lose the motivation to obtain legal remuneration through labor, resulting in a lack of motivation.
3||| Whether it is tangible physical and monetary welfare or intangible social welfare service welfare, if the growth rate exceeds the level of social and economic development, it will have a reverse counterattack effect on economic development. This situation is even more serious in periods of high inflation. It is so obvious that it will even cause immeasurable resistance to the entire macro development environment.
Section 4 Social Security
1. Injury insurance
Work-related injury insurance (term explanation):
It refers to a social insurance system that allows workers to obtain necessary material assistance from organizations or the state when they are injured, disabled, occupationally ill or die due to production or work, and when they and their families lose their source of income and have no guarantee of living.
2. medical insurance
The basic contents of my country’s medical insurance system (discussion):
1||| Establish a joint payment mechanism with reasonable burdens;
2||| Establish overall funds and personal accounts;
3||| Establish a payment mechanism with separate accounts and clear scope;
4||| Establish an effective and restrictive medical service management mechanism;
5||| Establish a unified social management system;
6||| Establish a sound and effective regulatory mechanism.
Chapter 10 Personnel Supervision and Management
一、 Objective questions
1. Characteristics of personnel supervision
（1） Subject specificity: Establish a special personnel supervision agency to independently exercise supervisory powers.
（2） Object specificity: the act of exercising authority and performing responsibilities to achieve organizational goals.
2. The corrective function of personnel supervision
The corrective function of personnel supervision is to promptly stop and correct improper behavior that has occurred so that it will not continue.
3. daily monitoring
It refers to the supervision carried out in order to prevent deviations and deviations that may occur at any time and to evaluate the implementation of the plan during the decision-making process.
4. Divided according to supervision participants
Independent supervision and joint supervision.
5. Ancient Chinese Supervision System
It includes two major systems: the censor's supervision system and the admonishment system.
6. Overview of the Supervision System in Ancient China
（1） Song and Yuan Dynasties: the first "unification of Taiwan and admonishment".
（2） During the Ming and Qing Dynasties: a dual system combining local district supervision and central system supervision was implemented.
7. Zhao Brushuan
Conduct a comprehensive inspection and cleanup of government documents handled by relevant agencies within a certain period of time to test the performance and official violations of each yamen.
8. Supervise court rituals
It refers to inspecting the manners and behavior of officials during the court period to maintain the order and dignity of the court. It has been listed as an important duty of the feudal supervisory agency since Shusun Tong established the court rituals in the Han Dynasty.
9. On-site supervisory inspection
（1） Supervise court rites and sacrifices;
（2） supervise examination;
（3） supervise judgment;
（4） Surveillance on Money Valley cashiers;
（5） Supervise the army.
10. Post-supervision after accepting reports and complaints
（1） Dengwen drum, lung stone;
（2） Set up a trap;
（3） Directly accept reports and appeals.
11. The functions and powers of supervisory agencies in ancient China
（1） the right to remonstrate;
（2） right of refutation;
（3） power of impeachment;
（4） the right to rectify an election;
（5） Supervision of ceremonial rights.
12. Personnel Supervision in Western Countries
Personnel supervision in Western countries is the supervision of civil servants (civil servants).
13. parliamentary supervisory system
Due to different histories and traditions in different countries, the parliamentary supervision system has different forms of expression, but it is the same in the following aspects:
1||| supervise governance;
2||| supervise finances;
3||| surveillance diplomacy;
4||| Supervise government personnel.
14. Types of punishments in the British personnel inspection system
Resignation, suspension of pay, suspension, demotion, early retirement, removal from office, etc.
15. U.S. correctional institutions
Bureau of Personnel, Merit Protection Board, Inspector General System, Independent Inspector System, Federal Bureau of Labor Relations, Office of Government Ethics System.
16. my country’s current personnel supervision agency
（1） The composition of my country’s current personnel supervision agencies
1||| the Party’s Commission for Discipline Inspection;
2||| Administrative supervision agencies;
3||| audit agency;
4||| Procuratorate;
5||| Organize personnel department.
（2） The audit agency is an economic supervisory agency.
17. Punishment agencies in the British personnel inspection system
（1） Civil Service Commission;
（2） Wheatley Committee;
（3） Labor Arbitration Board;
（4） administrative justice agencies;
（5） General Court.
二、 Subjective questions
Section 1 Overview of Personnel Supervision
1. The meaning of supervision
Supervision (noun explanation):
It refers to the supervision department's impeachment, punishment, correction and supervision of whether the organization and its personnel perform their duties legally and reasonably.
2. The concept of personnel supervision
（1） Personnel supervision (term explanation):
It is an important part of personnel management work. It is a process in which the supervisory body comprehensively manages the legality and rationality of the behavior of the organization and its personnel when performing their job responsibilities through recognition.
（2） Personnel effectiveness monitoring (term explanation):
It refers to the inspection, accountability and disposal activities carried out by the personnel supervision department on the working status of the department under supervision and its personnel, as well as the quality, efficiency and effectiveness of the performance of duties and functions.
3. Personnel Supervision Procedure (short answer)
（1） Develop a monitoring plan;
（2） Observe and inspect;
（3） analysis and evaluation;
（4） Correction and summary.
4. The role of establishing a scientific personnel supervision system (discussion)
（1） A scientific personnel supervision system is an important means to ensure that personnel departments and personnel management agencies or full-time personnel of state agencies, institutions, and enterprise units at all levels implement national laws, regulations, and policies.
（2） A scientific personnel supervision system is a powerful measure to overcome bureaucracy, improve work, and increase efficiency.
（3） A scientific personnel supervision system helps to strengthen political discipline and eliminate corruption factors and corrupt elements in personnel management. It also helps to strengthen education on integrity and carry out discipline and law-abiding activities.
Section 2 Personnel Supervision in Ancient China
1. System right to criticize
Admonition (noun explanation):
It refers to blunt criticism of the monarch's words and deeds, and to persuade him to correct his mistakes.
2. The reference significance of ancient Chinese supervision system
（1） The censor is a low-ranking official with a high status and prominent power;
（2） Strong authority is the guarantee for the full play of the supervisory function;
（3） The vertical leadership structure of supervisory agencies reduces obstacles to the exercise of supervisory powers;
（4） The supervision system has been valued by all dynasties.
Section 3 Development and Reform of Personnel Supervision Systems in Western Countries
1. Basic characteristics of personnel supervision systems in Western countries (short answer)
（1） Supervisory agencies are highly independent;
（2） The legal system is complete and meticulous;
（3） Punitive measures are strong and powerful.
2. The main forms of Western personnel supervision systems (short answer)
（1） The system of monitoring members of parliament;
（2） Ombudsman system;
（3） Judicial supervision system;
（4） administrative justice system;
（5） Organize personnel supervision.
Section 4: My current personnel supervision system
1. Reform of my country's Current Personnel Supervision System
The historical stages that my country’s current personnel supervision system has gone through (short answer):
The founding period of my country’s personnel supervision system (1949-1953).
The development period of my country’s personnel supervision system (1955-1958).
The period when my country's personnel supervision system suffered setbacks (1959-1978).
The period of restoration and sound development of my country’s administrative supervision system (1979 to present).
2. Thoughts on improving my country’s personnel supervision system (discussion)
unified authority;
Improve the personnel supervision mechanism;
Strengthen the independence of the supervisory system;
Establish a personnel ombudsman system.