[preliminary] title i: an overview of human resources management in modern enterprises in january 2010 and the answers to the january 2010 survey of human resources management in modern enterprises in higher education self-learning examinations in guangdong province, with answers i and ii, individual selections (20 sub-issues, 1 sub-issue, 20 cents per sub-item) contains only one of the four options listed for each sub-item that meet the requirements of the subject, and please complete the code in parentheses. There are no points for misselected, multiple selected or unselected. The main challenges faced by human resources managers were how to achieve (b)a in effective human resources conditions, maximizing human resources effectiveness b, maximizing overall benefits c, maximizing individual benefits d, maximizing management effectiveness if a person in a given place did bad things in a given place, which could result in discrimination against the population in that area, or even in the recruitment of staff. This reflects the expected accomplishments in human resources management (c), hs/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c/c there are no points for misselected, multiple, few or unselected. The types of benefits that reflect a comparative economic benefits relationship are (cde)a, efficiencies b, efficiencies e, efficiencies e, efficiencies e, efficiencies e, efficiencies e, efficiencies e, efficiencies b, supply-and-demand balance b, supply-to-demand c, supply-to-demand d, supply-to-demand d, supply-to-demand d, technology e, high-quality b, complexity organizational stage c, adaptive organization d, ministry-to-business e, virtual organization b, business-to-business e, business-to-business e, business-to-development c, business-to-business, business-to-business, business-to-business, growth b, business-to-business, business-to-business, business-to-business, business-to-business, business-to-business, growth b, business-to-development, business-to-business, business-to-business, business-to-business-to-to-to-business). Response: major procedures include: (1) collection, collation of information and (2) setting planning deadlines (3) predicting the organization's requirements for future personnel using a variety of scientific methods in accordance with the enterprise's overall development plan (4) feedback on existing human resources planning and a brief description of the role of career design for the enterprise. Response: the role is to: (1) ensure the need for future talent in an enterprise (2) retain excellence in an enterprise (3) effectively develop the human resources of an enterprise3 outlining the principles for designing performance assessment indicators. P317 answers: the principles are: (1) the objective principles of performance assessment indicators are simple, clear, clear (2) consistent and flexible (3) the basic balance between quality indicators, basic skills indicators, development potential indicators (4) the balance between quantitative and qualitative indicators (5) the intrinsic relevance of performance assessment indicators and some complementarity (6) the importance of localizing the design and structure of performance assessment indicators3 outlines the basic steps for establishing a pay system for posts. Response: first step - job analysis; second step - job evaluation; third step - pay survey - fourth step - pay positioning - fifth step - implementation of the pay structure design - sixth step - implementation and amendment - 3 outlines the basic principles for handling labour disputes. Answer: (1) the interest of the parties is to be balanced with the interest of the parties in the settlement of disputes in a timely manner (3) principle 1 (4) is based on the law (5) labour disputes are based on prevention (6) clear management responsibility is four, the discussion of the topic (two sub-issues per sub-item, 10 points per sub-item, 20 points)3 testulates the role and existence of the authorized incentives. Response: i. Impact: (1) effective delegation of authority provides the basis for long-term competitive advantage in a number of ways (2) effective delegation of authority contributes to the growth of staff (3) effective delegation of authority contributes to the formation of a shared vision (4) effective delegation of authority contributes to the formation of learning-based organizations。answer: (1) internal selection is an important promotion channel for employees (2) internal selection is less likely to be lost (3) internal selection enhances staff loyalty (4) internal selection saves costs for the organization (5) internal selection helps maintain internal stability of the organization (6) internal selection helps to reduce the number of employees who fail and the number of cases analysed (15 on this topic)3 new employees of irgs are assigned a one-to-one mentor before they are on board. The company's series of regulatory choice guides, including requirements and qualification and evaluation of guidance work, are submitted by departments to the department of human resources for qualification one week prior to the arrival of new employees. In the absence of a mentor for the new employee, the department has to suspend the plan and wait for a qualified mentor before entering. The role of mentors, who are responsible for bringing new recruits and examining the performance of new employees during the probationary period, is to perform the functions of the department of human resources on behalf of the department of human resources, and to perform the functions of the department through help. Under this system, new staff members, with the help of mentors, are able to enter the role as quickly as possible. A test analysis: what type of training are the types of training offered by the consortium and what are the advantages and disadvantages of using such training? The method of training envisaged is the working guide for the direct delivery of training. The advantages of such a hand-held training approach are: (1) to avoid blinding new staff, to gain a wealth of experience from older staff, to be integrated in teams as soon as possible (2) to new staff
