ARB论文眼科

resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business.[1] The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations.[1] Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a features include:Personnel administration Personnel management Manpower management Industrial management[2][3] But these traditional expressions are becoming less common for the theoretical discipline. Sometimes even industrial relations and employee relations are confusingly listed as synonyms,[4] although these normally refer to the relationship between management and workers and the behavior of workers in theoretical discipline is based primarily on the assumption that employees are individuals with varying goals and needs, and as such should not be thought of as basic business resources, such as trucks and filing cabinets. The field takes a positive view of workers, assuming that virtually all wish to contribute to the enterprise productively, and that the main obstacles to their endeavors are lack of knowledge, insufficient training, and failures of is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. Its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce, and to provide the resources needed for them to successfully accomplish their assignments. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction within organisations.[5]Synonyms such as personnel management are often used in a more restricted sense to describe activities that are necessary in the recruiting of a workforce, providing its members with payroll and benefits, and administrating their work-life needs. So if we move to actual definitions, Torrington and Hall (1987) define personnel management as being:“a series of activities which: first enable working people and their employing organisations to agree about the objectives and nature of their working relationship and, secondly, ensures that the agreement is fulfilled" (p. 49).While Miller (1987) suggests that HRM relates to:".......those decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage" (p. 352).Academic theoryThe goal of human resource management is to help an organization to meet strategic goals by attracting, and maintaining employees and also to manage them effectively. The key word here perhaps is "fit", . a HRM approach seeks to ensure a fit between the management of an organization's employees, and the overall strategic direction of the company (Miller, 1989).The basic premise of the academic theory of HRM is that humans are not machines, therefore we need to have an interdisciplinary examination of people in the workplace. Fields such as psychology, industrial engineering, industrial and organizational psychology, industrial relations, sociology, and critical theories: postmodernism, post-structuralism play a major role. Many colleges and universities offer bachelor and master degrees in Human Resources widely used scheme to describe the role of HRM, developed by Dave Ulrich, defines 4 fields for the HRM function:[6]Strategic business partner Change agent Employee champion Administration However, many HR functions these days struggle to get beyond the roles of administration and employee champion, and are seen rather as reactive than strategically proactive partners for the top management. In addition, HR organizations also have the difficulty in proving how their activities and processes add value to the company. Only in the recent years HR scholars and HR professionals are focusing to develop models that can measure if HR adds value.[7]Critical Academic TheoryPostmodernism plays an important part in Academic Theory and particularly in Critical Theory. Indeed Karen Legge in 'Human Resource Management: Rhetorics and Realities' possess the debate of whether HRM is a modernist project or a postmodern discourse (Legge 2004). In many ways, critically or not, many writers contend that HRM itself is an attempt to move away from the modernist traditions of personnel (man as machine) towards a postmodernist view of HRM (man as individuals). Critiques include the notion that because 'Human' is the subject we should recognize that people are complex and that it is only through various discourses that we understand the world. Man is not Machine, no matter what attempts are made to change it . Fordism / Taylorism, McDonaldisation (Modernism).Critical Theory also questions whether HRM is the pursuit of "attitudinal shaping" (Wilkinson 1998), particularly when considering empowerment, or perhaps more precisely pseudo-empowerment - as the critical perspective notes. Many critics note the move away from Man as Machine is often in many ways, more a Linguistic (discursive) move away than a real attempt to recognise the Human in Human Resource Theory, in particular postmodernism (poststructualism), recognises that because the subject is people in the workplace, the subject is a complex one, and therefore simplistic notions of 'the best way' or a unitary perspectives on the subject are too simplistic. It also considers the complex subject of power, power games, and office politics. Power in the workplace is a vast and complex subject that cannot be easily defined. This leaves many critics to suggest that Management 'Gurus', consultants, 'best practice' and HR models are often overly simplistic, but in order to sell an idea, they are simplified, and often lead Management as a whole to fall into the trap of oversimplifying the practiceHuman resources management comprises several processes. Together they are supposed to achieve the above mentioned goal. These processes can be performed in an HR department, but some tasks can also be outsourced or performed by line-managers or other planning Recruitment (sometimes separated into attraction and selection) Induction and Orientation Skills management Training and development Personnel administration Compensation in wage or salary Time management Travel management (sometimes assigned to accounting rather than HRM) Payroll (sometimes assigned to accounting rather than HRM) Employee benefits administration Personnel cost planning Performance appraisal CareersThe sort of careers available in HRM are varied. There are generalist HRM jobs such as human resource assistant. There are careers involved with employment, recruitment and placement and these are usually conducted by interviewers, EOE (Equal Opportunity Employment) specialists or college recruiters. Training and development specialism is often conducted by trainers and orientation specialists. Compensation and benefits tasks are handled by compensation analysts, salary administrators, and benefits organizationsProfessional organizations in HRM include the Society for Human Resource Management, the Chartered Institute of Personnel and Development (CIPD), the International Public Management Association for HR (IPMA-HR) and the International Personnel Management Association of Canada (IPMA-Canada).Management Association of Nepal [MAN]人力资源管理，是指为了完成管理工作中涉及人或人事方面的任务所进行的管理工作。人力资源管理工作包括：工作分析；制定人力需求计划以及人员招募；培训及开发；薪酬及福利管理、绩效评估；劳动关系管理等。人力资源管理愈来愈被重视。在经济发展成熟的体系下，人力资源管理必须配合以争取最佳的资源效益，若将不适当的人力配对不适当的职位，资源效益不但全无，或可能有损耗。现代经济讲求平衡及配合，提升管理效能和质素，就要人力资源配合以作平衡，个中的内容是设立人力资源架构框架，用最适合的人做最适合的工作。建立人力资源平台，作为沟通及搜集资讯渠道，将各方意见综合，舍短取长，以处理薪酬、福利等事宜。人力资源最重要是培训及发展，人力资源发展必须投资在培训方面，以发挥各阶层的人力资源潜能。发展简史在现实世界不同的国家人力资源的发展情况以及历史都不同。一般说来，人力资源的学术界发展经历了：人事管理（Personnel Management），人力资源管理（Human Resource Management）到现在新近兴起的人力资本管理（Human Capital Management）。其只要不同即在于公司和企业对待职员的理念的变化和发展。在人事管理阶段，人事经理们的工作是管理职工福利，以及和工会的法律程序方面。公司的上层管理部门将人事部门的各种活动以及公司职员皆看作公司的大笔纯支出，而尽可能的削减这部分的开支。公司对人事部的活动持不积极的支持态度。 在人力资源管理阶段，企业员工被看成企业的可以增值的资产而被发展以期充分利用潜能。人力资源部门充分利用职位分析，工作分析，职位概述，人员选择和招聘，员工培训等等活动来提高企业员工的效率，从而增加企业的管理和运营更加有效。当一个公司实行人力资源管理战略的时候，人力资源部门将被纳入公司战略计划的一个重要组成部分。公司的未来发展，市场拓展，新产品研发等等都要牵扯到人力资源部门的支持，协调与合作。人力资源被作为提高公司竞争力的战略手段而被重视。除此之外，人力资源管理就是协助公司去激励员工，透过一些物质上的满足和一些财务奖励，从而增加员工的对公司归属感、增加员工士气和减低对工作的不满等¨。有高昂的士气会使工作更加有效率和使工作更加顺利，最终公司和员工也各有得益。 在人力资本管理阶段，人力部门的基本职责仍与人力资源管理时期相似，但是企业员工不再被看作有发展潜力的资产，而是公司可以利用的资本。人力资源部门的各项活动被量化与公司的利润率挂钩，并且这也是衡量职工和各部门是否有效工作的主要手段。 主要职能人力资源管理的主要职能包括：人员招募；培训及开发；薪酬及福利管理。人员招募：人员招募又称为人员招聘。主要是基于组织（公司，政府，非盈利组织等）的近期及远期的业务需要，来制定人员需求的计划，并通过各种招聘手段来完成组织的人员需求。人员招募主要涉及人员规划，简历收集，选聘，录用及员工入职培训。培训及开发：培训及开发主要是通过一些培训及开发的技术及手段，提高员工的技能，以适应公司所处经营环境中的技术及知识的变化。主要的技术及手段有：培训 在岗培训 轮岗 员工继续教育计划 辅导，训导薪酬；福利管理：人力资源管理的内外部条件人力资源管理的外部条件劳动法规 劳动力市场 当地文化 人力资源管理的内部条件企业经营战略 国际化程度 人力资源部的组织设置有以下三种方式：职能型组织设置 人力规划 人力购得 培训与进修 工资和薪水 社会事业 对象型组织设置 技术类员工 管理类员工 领导层 受培训者 混合模式

哈哈！你也太懒了吧，这也求人啊？找本资料照着念就行啦！下面介绍给你，供你参考吧： 高血压社区规范化管理与效果评价 1、高血压社区规范化管理的意义和内容 高血压规范化管理，有利于提高高血压治疗率和达标率，有利于减少心脑血管病的发生，有利于改善国民的健康状况。高血压社区规范化管理的主要内容: 2。1 健康教育 对正常人群，易患高血压的人群和高血压人群进行健康教育和高血压防治知识的教育，主要内容: ① 正常人群：了解高血压，建议每年测量一次血压。 ② 易患人群：干预有关危险因素(如肥胖、高盐饮食、过量饮酒、长期精神紧张等)，预防高血压的发生。 ③ 高血压人群：认清高血压危害，坚持改变不良生活方式、坚持规范化药物治疗，预防心脑血管病发生。 非药物疗法 长期坚持非药物疗法。高血压是一种“生活方式病”，必须改善不良生活方式，才能全面控制高血压及有关危险因素。要做到合理饮食，限制脂肪摄入量，戒烟，限酒(男性饮白酒每天不超过1两)，限盐(每人每天5克食盐)，适当运动，保持好心情，避免长期过度精神紧张。 规范化药物治疗 根据病人具体情况，使用合适的降压药。利尿剂，β阻滞剂，钙拮抗剂，ACEI，ARB及小剂量复方制剂均可作为初始和维持治疗药。坚持长期治疗，平稳控制血压。不可随意停用降压药。定期测量血压，提倡自测血压。 规范化管理 把高血压从人群中检出来，进行危险评估。按低、中、高危/很高危分一、二、三级管理。 一级管理 二级管理 三级管理 对象 低危 中危 高危/很高危 建立健康档案 立即 立即 立即 开始非药物疗法 立即 立即 立即 开始药物治疗 观察6个月 观察3个月 立即开始 随访问期及血压测量次数 每3个月至少一次 每2个月至少一次 每1个月至少一次 化验检查 根据病情 根据病情 根据病情 3、高血压管理效果评估 高血压社区考核指标: ①管理覆盖率 ②规范管理率 ③血压控制率(血压〈140/90mmHg） ④高血压知识知晓率 以上第①、②、④条根据各地实际情况制定具体标准。 关于糖尿病的管理： 资料与方法 对象：本社区符合WHO糖尿病诊断标准的患者，年龄41～77岁。 形式：采取每月1次在本站由全科医师或上级医院内分泌科教授主讲，并与居委会合作等多种方式向患者讲授：什么是糖尿病，糖尿病的症状，心、脑、肾、眼、足并发症的危险性，特别是足部护理的重要性；合理的生活方式和饮食方案，有规律锻炼的重要性；饮食、运动、口服降糖药、胰岛素或其他药物的相关性；血糖和尿糖的自我监测，其结果意义及需要采取的措施；患者应掌握对血糖、血压、血脂、体重达标标准的认识。每次讲授结束时，患者可根据自己的病情向教授或医师咨询，结合自己实际找出控制病情的最好方法。还向患者发放健康教育处方，通俗易懂，实用性强。每半月为患者播放《糖尿病防治》、《糖尿病饮食、运动疗法》影碟。 糖尿病家属也应该接受健康教育：糖尿病是一种慢性疾病，家庭的支持可以给患者一个良好的治病养病环境，帮助患者克服因疾病折磨而产生不遵医嘱的懈怠情绪，同时起到有效督促、引导患者自我管理和预防保健。教会家属学会患者在家用药时出现不良反应的处理方法、低血糖的预防及忘记用药时对策。 建立健康档案：对已确诊的糖尿病患者建立健康档案。档案1式3份：基本情况、随访表、年检表，每张表项目均详细填写，无空项。摆放时按照其居住的小区、单元楼、门牌号依次编号，只要患者说出自己的住址，就可以迅速地找出他的档案。对血糖稳定的患者每月2次测血糖，每3～6个月测糖化血红蛋白，每6～12个月测尿微量蛋白、血脂、心电图，每年测肝功、肾功和眼底。发现指标异常的给予个体化治疗和保健方案。通过建立健康档案，保持了与患者的联系，并能及时将保健知识、保健技能传达给患者，以提高患者的医疗依从性〔1〕。 讨论 扎实的理论知识，良好的职业素质，娴熟的沟通技巧是做好糖尿病人教育的保证。本服务站的医护人员在初次与患者接触时，既体现医生的尊严又要尊重患者，使患者不感到拘束，为以后患者能坚持来接受健康管理打好基础。糖尿病患者的自我护理是复杂的，需要有感性认识、克制能力、行为应变能力和实施的意志。在糖尿病的保健教育、调治护理过程中需要许多步骤。如老年性糖尿病患者易发生低血糖 ，在健康宣教时除须教会患者使用胰岛素时如何计算计量，选择部位和掌握方法外，还须教会他们灵活应变饮食，嘱患者运动后加餐，避免餐前洗澡等。再有，老年患者夜间熟睡时若大汗淋漓，告之应提高警惕，以防发生低血糖昏迷。血压的增高是危险的因素，应进行血压的控制。糖尿病患者自身遵医行为的程度高低，直接影响到治疗效果的好坏。有效的健康教育方式，能提高患者遵医嘱的自觉性，为实现治疗的最佳目标奠定基础〔2，3〕。 健康档案的建立，起初多数患者对健康档案不了解，还有抵触情绪。通过医护人员与患者的沟通，逐步建立档案。如定期检查糖化血红蛋白时，若患者遗忘，便打电话通知患者及时检查，较系统地指导患者促进健康。 糖尿病是一种终身疾病，对糖尿病的治疗应该坚持饮食治疗、体育疗法和药物治疗的综合治疗方法。其中饮食治疗是最基本的治疗方法，如果控制得好，可以过正常人的生活。糖尿病是中老年人的常见病，控制不好可引发一些并发症。治疗方法常用饮食、运动、药物相结合，其中饮食疗法又是所有疗法的基础。对于轻型糖尿病，仅用饮食疗法即可控制病情。饮食疗法的基本原则是根据病人的体重和活动量，估计所需总热量，合理安排每天的饮食。含糖量高的食品不吃，含脂肪和淀粉的食品少吃，以吃蔬菜杂粮类为主，配以一定数量的优质蛋白质的食物如瘦肉、牛奶、鸡蛋、豆制品等。 水果中都含糖，那么能否吃水果呢? 水果中含有大量的维生素、纤维素和矿物质，这些对糖尿病人是有益的。水果中含的糖分有葡萄糖、果糖和蔗糖，其中果糖在代谢时不需要胰岛素参加，所以，糖尿病人在血糖已获控制后并非一概排斥水果。再者，水果中含糖量多寡不一，所以不可等同看待。每100g食品量在10g以下的有青梅、西瓜、甜瓜、椰子乳、橙、柠檬、葡萄、桃、李、杏、枇杷、菠萝、草莓、甘蔗、椰子、樱桃、橄榄等，糖尿病人可以选用。含糖量在11～20g的水果有香蕉、石榴、柚、橘、苹果、梨、荔枝、芒果等，应谨慎选用；超过20g的有枣、红果，特别是干枣、蜜枣、柿饼、葡萄干、杏干、桂圆等，其含糖量甚高，则禁忌食用。不少蔬菜可作为水果食用，如西红柿、黄瓜、菜瓜等，每100g的糖含量在5g以下，又富含维生素，完全可以代替水果，适合糖尿病人食用。此外还要配合食量，不要一成不变。西瓜含糖虽少（4%），但吃上500g，就相当于香蕉（含糖20%）100g、梨（含糖12%）170g了，所以上述水果食量也不可过多。水果的吃法也要讲究，不要在进餐后马上吃，可在两餐之间或睡前进食。最好还是试探着吃，即在吃后2小时测尿糖，若尿糖增加则需减量；如水果减量后尿糖仍高时，应适当减少主食量。 总之，对于糖尿病、高血压等社区慢性病病人，社区医务人员的工作不应限于传统的疾病治疗和护理，而应重视教会病人如何预防疾病、对待疾病，如何坚持正确治疗，坚持正确的生活习惯。因此做好行为实施方面的健康管理，不仅能提高患者遵医的自觉性，使患者积极主动参与到健康的维护计划中来，减少和延缓并发症，而且能提高治疗效果，减少医疗费用。