Exploration Into Human Resource Management Mechanism Of World Class Sport Universities——Case Study Of Beijing Sport University

To meet various demand of building qualified talent pool for Beijing Sport University (BSU), such as further promoting BSU’s talent building, bringing more benefits to its faculty members and building itself into a world class sport university, this dissertation, by research methods of literature review, interviews of experts, field surveys and so on, conducts in-depth research analysis of human resource management mechanism of BSU, the top sport university in China, and its ways of realizing the goal of building itself into a world class sport university.As for the overall concept of human resource management mechanism of BSU, it is proposed that equal importance should be attached to both all-round development of faculty members and serving the university; more "reasoning", less "restraining"; less "rule of man", more "rule of law"; the concept of external forces should be encouraged; etc.For BSU’s human resource management mechanism, by comparing the current management mechanism with existed theories of management mechanism, based on BSU’s current situation and the current trend of the human resources management development as well as external environment, this dissertation, identifies problems, proposes eight human resources management mechanisms in terms of BSU’s. basic human resources management and its ways of realizing the goal of building itself into a world class sport university. The innovative mechanisms covering design philosophy, organizational structure, work procedures and approaches are as follows:strategic planning management mechanism, recruitment and employment mechanism, training and development mechanism, career development management mechanism, performance management mechanisms, salary management mechanism, incentives management mechanism, and selection and promotion mechanism.For strategic planning management mechanism, a team should be set up. The basic procedure of the strategic planning of human resources can be divided into five steps:problems identifying, environment analyzing, strategy formulation and strategy assessment.For recruitment and employment mechanism, there should be special fund for recruitment and employing talent. Investment for recruitment should be increased to do scientific analysis of the vacancies. External recruitment and internal recruitment, the two main channels should be taken full use. Recruitment process should be designed scientifically to improve interview chances for eligible candidates. Training of examiners, especially training of the decision-makers in interviews in terms of their skills and professional levels should be strengthened. Evaluation mechanism should be established and great importance should be attached to perfect the mechanism of talent recruitment.For training and development mechanism, analysis should be made for the gap between employees’demand and their performance, how the gap came into being, as well as trainees’expectation. Base for training teachers should be established as early as possible, including database for classification of these trainers in different levels and internal trainers training; It is necessary to encourage relative sectors, colleges, departments, and teaching divisions for the active training; Apart from traditional training methods, the advantages of network information technology, online learning system and training database should all be taken; There should be basic training and training for different levels and evaluation of effectiveness of training.Concerning career development management mechanism, there should be a Career Development Committee of Beijing Sport University for faculty members’career development. More career paths and options should be explored and offered. Early and late stage of faculty members’career development should be emphasized, especially career management of high-level talent.For performance management mechanisms, planning and implementation are important. There are approaches such as keeping records, spot-checking, and assessment to enhance data collection of faculty members’performance. Main evaluation methods can be classified as feedback evaluation, debriefing evaluation and key performance indicators evaluation; identifying various problems during the process should be conducted in a timely manner to find solutions, to establish a sound interdisciplinary academic team performance management mechanisms. Performance management mechanism for overseas high-level and master level talent should be established to introduce more intelligence.For salary management mechanism, salaries principles and strategies should be formulated. There should be job analysis and evaluation, market "salary survey, different salary levels and structures, timely implementation and revision, establishment of a sound interdisciplinary academic team salary management mechanism as well as establishment of salary system for overseas high-level talent and top talent.For incentives management mechanism, it is proposed that an incentives and punishment system should be formulated for BSU’s faculty members with detailed regulations. There should a functional department in charge of incentives in different level and categories, with standardized organization and procedures. Recognition awards and punishment should be linked with the year-end evaluation. More focuses should be given to overseas high-level talent and top talent.For selection and promotion mechanism, improvement should be achieved in professional categories and the transferring between technical posts, logistical posts, with details for different job to get promotion chances. There should be staff reform, competition for middle management posts. Four following parts should be emphasized:reasonable post requirements and checking, speeches competing for the post and democratic evaluation, confirming candidates, interviews and meetings to finalize the competition. Regardless of age and job titles, exceptional promotion can be made. System of evaluation for professional levels needs to be improved.Based on case studies, this dissertation explores into theories and practice of human resource management. Sub-systems of human resource management mechanism interact and restrain each other. Therefore all support mechanisms of the human resources management reform should be in place, so as to better help with the talent pool building. The mechanism should not prevent but promote the development of human resources. As for practice of human resources management, job analysis should be conducted on the basis of theories and management blind spots should be reduced. The key to build talent pool is the mechanism.