An Initial Exploration of the Reform of Human Resource Management in Universities

Authors

  • Erni Qiu Beijing Union University, Beijing, China
  • Mingshuo Liu Harbin Engineering University, Department of Mechanical Engineering, Harbin, Heilongjiang, China
  • Haifeng Zhang Harbin Engineering University, Department of Mechanical Engineering, Harbin, Heilongjiang, China
  • Dongyan Shi Harbin Engineering University, Department of Mechanical Engineering, Harbin, Heilongjiang, China
  • Xiaoyan Teng Harbin Engineering University, Department of Mechanical Engineering, Harbin, Heilongjiang, China
  • Jiuqiang Wang Harbin Engineering University, Department of Mechanical Engineering, Harbin, Heilongjiang, China

DOI:

https://doi.org/10.53469/jssh.2024.6(06).13

Keywords:

Universities, Human Resource Management, Reform, Challenges, Strategies

Abstract

This paper aims to explore the issues of human resource management reform in universities and provide some preliminary exploration and suggestions. As important institutions for talent cultivation, universities face new challenges and changes in human resource management, requiring continuous adaptation and improvement. This paper first introduces the background and current situation of human resource management in universities, then discusses the necessity and challenges of reform. Through empirical research and case analysis, it summarizes the key elements and successful experiences of human resource management reform in universities. Finally, it proposes strategies and prospects for the reform of human resource management in universities.

References

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Published

2024-06-30

How to Cite

Qiu, E., Liu, M., Zhang, H., Shi, D., Teng, X., & Wang, J. (2024). An Initial Exploration of the Reform of Human Resource Management in Universities. Journal of Social Science and Humanities, 6(6), 65–71. https://doi.org/10.53469/jssh.2024.6(06).13

Issue

Vol. 6 No. 6 (2024): JSSH-Volume 6 Issue 6

Section

Articles

License

Copyright (c) 2024 Erni Qiu, Mingshuo Liu, Haifeng Zhang, Dongyan Shi, Xiaoyan Teng, Jiuqiang Wang

Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.