Human resource management in rural areas

Abstract

In order to understand the current situation of rural human resource management, improve the level of rural human resource development and management, better meet the needs of work, and provide experience for other countries' rural construction, this study takes China and Ukraine as examples, and adopts qualitative and quantitative research methods to investigate the current situation of rural human resource management in the two countries. The purpose of quantitative research is to quantitatively process and analyze the collected data in order to understand the current situation and existing problems of human resource management in rural areas of China and Ukraine. The purpose of qualitative research is to analyze the attribution of problems existing in human resource management in rural areas of China and Ukraine by using logical reasoning, comparative analysis and other methods on the basis of combing a large number of literature materials, so as to provide a basis for putting forward reasonable suggestions. In terms of data collection this study mainly uses the investigation method, and the data are mainly obtained from the official websites and publications of the State Statistical Office of China and Ukraine. The method of analyzing the data was mainly statistical analysis with the help of Excel and formulas from related subject areas. Section 1 of this study is the theoretical basis of rural human resource management. Firstly, the essence and importance of rural human resource management is analyzed. It is argued that the essence of rural human resource management lies in using various ways to tap rural labor resources, improve their labor quality, and provide talent support for rural construction. It also points out that the importance of rural human resource management is reflected in three aspects, namely, it is conducive to promoting the sustainable development of rural regional economy, the promotion of agricultural science and technology and agricultural industrialization, and the acceleration of urbanization. Secondly, this part analyzes the impact of decentralization on rural human resources management in Ukraine, and believes that decentralization accelerates the construction of rural infrastructure and promotes the improvement of rural human resources' living standards. Decentralization has led to reforms in rural health care and education and improved the quality of rural human resources. Finally, this part introduces the experience of rural human resource management in China, including the implementation of the rural surplus labor transfer project, the new professional farmer cultivation project and the rural revitalization strategy. Section 2 investigates and analyzes the current situation of rural human resource management in China and Ukraine. This part analyzes the current situation of rural human resources in China and Ukraine from the four indicators of population quantity, population quality, population material level and population living conditions, and explores the problems existing in the human resources management of the two countries through the current situation investigation. Population quantity is used to understand whether and what form of population burden exists in two countries, which is the basic basis for rural human resource management, and the indicators analyzed are the birth rate, mortality rate, natural growth rate and migration rate of the population. The quality of the population is the key to measuring the effectiveness of rural human resource management mainly through the two indicators of education and health care. The material level of the population is a reflection of the economic capacity of rural human resources, which on the one hand reflects the efficiency of rural human resources management, and on the other hand is also a guarantee of human resources quality, mainly reflected by three indicators: employment, income and expenditure. The living condition of the population is not only the reflection of the living standard of rural human resources, but also the projection of the rural infrastructure construction. If the rural infrastructure construction is insufficient or seriously lacking, it will definitely affect the overall development of the rural population, so the living condition of thepopulation is also an important indicator for analyzing the rural human resources management, which is mainly measured from housing and living energy. The survey and analysis revealed that there are different problems in the process of rural human resource management in China and Ukraine. China is mainly manifested in: the migration of surplus rural labor is hindered and the population pressure remains high, insufficient investment in education and medical care makes it difficult to guarantee the quality of rural human resources, human resource management is inefficient and employment structure deviates from industrial structure. Ukraine is mainly manifested in: population control efforts are not in place and negative population growth continues to be serious, high unemployment rate of farmers, and low economic income and consumption level, poor quality of medical services and high population mortality. Section 3 puts forward some suggestions for optimizing rural human resource management in China and Ukraine. This study holds that in order to do a good job in the management of rural human resources, it is necessary to mobilize all forces, take the theory of human capital as the guide, clarify the ideas, determine the development goals and principles, and clarify the development tasks and management difficulties. On the basis of learning from the experience of other countries in the development and management of rural human resources, starting from the status quo of rural human resources management in China and Ukraine, Work out a feasible rural human resources development plan that conforms to the national conditions of the two countries. Therefore, in this part, the dissertation first determines the ideas and principles of rural human resources management in the two countries, and analyzes the objectives and contents of rural human resources management in detail. On this basis, this study summarizes the experience of rural human resource management in America, Germany, Japan, India and Brazil. These five countries were chosen because they are both developed and developing countries, European and Asian countries, and can present a more comprehensive view of various management tools, which is more conducive to China and Ukraine to learn from their experiences and improve their management tools. Finally, the dissertation proposes three management models, namely the policy-led model, the education and training model, and the institutional guarantee model, and under each model details the directions of efforts and specific practices in the future management of rural human resources in China and Ukraine. The conclusions of the study showed that, first, both China and Ukraine have a serious population burden in rural areas, but the manifestations of the population burden are very different. China's rural population burden is characterized by overpopulation, as evidenced by a large rural population, a large surplus rural labor force, and a heavy burden of child support and old-age support; Ukraine's rural population burden is characterized by under population, as evidenced by a low natural population growth rate, an increasing number of rural people moving out of the countryside, and continued negative rural population growth. Second, in all human resources management means, education and training is the most important way of management, but also the key to the development of rural economy and the improvement of human resources quality. The study holds that only through education and training can potential human resources form real human capital. In rural construction, farmers are the main body and rural human resources are the key. Transforming rural labor force into human capital is a practical move to promote the high-quality development of rural areas and agriculture, and the realization of this task mainly depends on education and training. Thirdly, the implementation of rural human resource management needs to learn from other countries' experience. Different national systems have given birth to different national policies, so that countries have accumulated their own unique experiences in the process of rural human resource management. Although these experiences have certain regional limitations and may not be suitable for the national conditions of other countries, they have certain inspirational value for other countries to optimize rural human resource management methods.