China's High-level Research University Flexible Employment Analysis,

As human society has entered into the 21st century, we are facing a new world in which high-quality human resources have become the most valuable strategic resources. At this new age of knowledge-based economy, the competing for human resources is just like a "No smoke, no national boundaries "war, which is increasing fiercely in the whole world. Even more important is the introduction of human resources and management in colleges, which assume the responsibility of cultivating talent, technological innovation and construction services for the socio-economy. "The level of human resources development and management, the quantity and quality of human resources" are the major factors for the colleges to reach the first class world level.Constructing high-quality research universities is the need of building an innovation-oriented country, and is also closely connected with the development of universities. In the process of constructing high-quality research universities, personnel problem is always the first priority to the reform and development of colleges. Who owns more talent, who will be better able to win in the competition. Towards the world first class university, we need more and more influential academic specialists. The former president of Harvard University once said:" The honor of universities does not lie in its schools and the number of teachers, but lie in the quality and contribution of teachers from generation to generation." In Cambridge University, the investment of additional laboratory equipment only accounts for one-tenth of the total expenditure every year, and all the rest is used to attract the best talent. Consequently, the success of the university will depend crucially on the human resources. Owning a high level of teaching staff is one of the definitive factors for colleges to reach the first class world level.Because of the high-level training with the characteristics of long-term and high-cost, most of universities are actively attracting international academic talent and make the introduction of talented personnel as a shortcut to speed up the construction of professionals. Many universities in China, especially the key universities all have innovated the policies and measures of personnel introduction in recent years, and they have also provided favorable terms to attract talented people. All these workable measures have formed a unique mechanism and modality to introduce talent. The university flexible employment policy talked about in this thesis is just one of the workable measures. The university flexible employment policy has characteristics of clear objective and a flexible operation, and is also a key mechanism which can meet the common share of human resources. According to the principle of this policy, many personnel departments in universities have supplied new methods for attracting high-quality and much-needed talent. In the context of constructing high-quality research universities, this thesis takes the university flexible employment policy as the core point, which in detail elaborates its concept and theoretic basis, the limitation and effectiveness of its implement, and the policies of its rational management.The thesis can be logically divided into six parts. The first part is prolegomenon, summarizing the achievement and the shortage of the former research, pointing out the purpose, significance and method of the research. The second part provides an overview of the concept, significance and method of the university flexible employment policy. The third part belongs to the theoretical basis of this thesis, in which the author expounds the important theory of the modern university system, human resources management theory and the application of personnel management theory in universities as the theoretical foundation. The fourth part sets out the effectiveness of the university flexible employment policy, and also cites specific successful examples. The fifth part gives a comprehensive and objective analysis of the limitation and major problem of this policy, and also provides good direction for the corresponding responses. The sixth part is the focus of this thesis. First of all, it discusses the three stages of talent introduction in China's universities. And then it discusses in detail the concrete countermeasures of rational management from the four aspects: Plan and Design, "Soft Environment Construction", Cost Management, Risk Aversion Management. The seventh part is the conclusion and outlook, it provides a brief analysis of the long-term tendency on the university flexible employment policy.