卡塔赫纳议定书生物安全议题上的国际合作协议在全球化的背景下，生物安全议题举足轻重。
为了保护人类和生物多样性的利益，国际社会致力于制定合适的国际合作协议。
本文将介绍卡塔赫纳议定书，它是一个重要的国际合作协议，旨在确保转基因生物的安全使用和传输。
一、背景介绍卡塔赫纳议定书于2000年在哥伦比亚的卡塔赫纳市签署，是《生物安全议定书》的一个重要附件。
它的主要目标是保护人类健康和环境，确保以生物多样性为基础的可持续发展。
二、议定书的内容卡塔赫纳议定书包括一系列规定和原则，涵盖了转基因生物的跨境运输、处置、公众参与和技术合作等方面。
1. 转基因生物的跨境运输和处置协议要求缔约方确保转基因生物的跨境运输和处置符合环境风险评估的要求。
对于跨境运输，国家有义务提供必要的信息和文件，确保转基因生物不会对环境和生物多样性造成威胁。
对于处置，协议强调采取适当的措施，防止对环境造成污染和生态破坏。
2. 公众参与和信息交流卡塔赫纳议定书强调了公众参与的重要性，要求缔约方积极推动公众参与决策过程。
这意味着公众有权获得有关转基因生物的信息，并能够对相关决策表达意见。
信息交流也是协议的关键内容，缔约方应分享有关转基因生物的科学、法律和技术信息。
3. 技术合作和能力建设卡塔赫纳议定书强调了合作和能力建设的重要性。
可以通过技术合作和技术援助来帮助发展中国家和特别是最不发达国家加强生物安全能力。
合作可以涉及技术交流、技术培训和科学研究等各个方面，以促进全球生物安全水平的提高。
三、参与者和实施机构卡塔赫纳议定书作为一个国际合作协议，需要各国共同努力。
因此，协议的参与者包括缔约方和非缔约方。
缔约方即已正式加入并批准协议的国家或地区，非缔约方是指尚未签署或批准协议的国家或地区。
为了实施卡塔赫纳议定书，设立了一系列机构和机构间协调机制。
这些机构包括缔约方大会、缔约方大会的常设机构、技术委员会、实施者网络和信息交流中心等。
它们的职责是监督协议的实施、提供技术支持和促进信息交流。
国家科研论文和科技信息高端交流平台的战略定位与核心特征*李广建，罗立群*本文系国家社会科学基金重大项目“大数据时代知识融合的体系架构、实现模式及实证研究”（项目编号：15ZDB129）研究成果。
摘要建设高端交流平台是对国家科技信息和科技情报体系的顶层设计，也是新时期科技情报研究和工作的指导思想，为科技情报的未来指明了发展方向。
在国家“十四五”规划中，高端交流平台的构建上升到了国家战略高度，是加强我国科学战略力量的重要任务之一，相较于一般意义的平台具有更丰富的内涵和更高的定位。
文章站在全球科技格局和创新生态的高度，从国家科技安全、国家重大需求、科技创新范式等三个维度系统思考高端交流平台的战略定位。
基于对高端交流平台的三个定位、中国国家科技战略发展的根本需要以及对全球科技创新态势的正确认知，结合中国国情，从三个维度阐释高端交流平台构建的核心特征：一是开放，从单向被动不对等开放走向双向主动对等开放交流；二是融合，从成果发布走向知识融合；三是计算，从辅助科学发现的工具走向自主科学发现的主体。
关键词高端交流平台知识融合情报计算科学发现开放科学引用本文格式李广建，罗立群.国家科研论文和科技信息高端交流平台的战略定位与核心特征[J].图书馆论坛，2022，42（1）：13-20.On the Positioning and Core Features of the National High-end Exchange Platform for Scientific and Technological Papers and InformationLI Guangjian &LUO LiqunAbstract The construction of the national high-end exchange platform for scientific and technological papers and information is among the top-level designs of the national scientific and technological information and intelligence system ，and it is vital for the strengthening of China ’s scientific strategic forces.With a view of global scientific andtechnological pattern and innovation ecology ，this paper discusses the positioning of such a national high-end exchange platform ，focusing on national scientific and technological security ，major national needs ，and scientific and technological innovation paradigms.It then makes an analysis of its three core features ，i.e.，openness ，fusion ，and computing.As for openness ，it should transfer from the one-way passive non-equivalent openness to the two-way active reciprocal open communication.As for fusion ，it should transfer from the singlerelease of scientific and technological findings to the fusion of such findings.As for computing ，it should not onlyact as a tool to assist scientific discovery ，but also become a main body of autonomous independent scientific discoveries.Keywords high-end exchange platform ；knowledge fusion ；intelligence computing ；scientific discovery ；open science0引言国家科研论文和科技信息高端交流平台(以下简称“高端交流平台”)已经被正式列入《中华人民共和国国民经济和社会发展第十四个五年规划和2035年远景目标纲要》，这是党和国家在“百年未有之大变局”时代对我国国家科技创新体系的高瞻远瞩，是对国家科技信息和科技情报体系的顶层设计，也是新时期科技情报研究和工作的指导思想，为科技情报的未来指明了发展方向。
《Human Resource Management》Lecture OutlineCourse Human Resource ManagementNO. 87014111Credit hour 4Grade TwoStaff room Business AdministrationTeacher Wang Jinghua《Human Resource Management》Lecture OutlineContentsPart I：Introduction (3)Part II：Human resource management (4)Part III：Appendix (11)《Human Resource Management》Lecture OutlinePart I：IntroductionHuman resource management will place our student at the forefront in understanding how organizations can gain sustainable competitive advantage through people. The role of HR managers is no longer limited to service functions such as recruiting and selecting employees. Today, HR manager assume an active role in the strategic planning and decision making at their organizations. Meeting challenges head –on and using human resource effectively are critical to the success of any work organization.In the first chapter, we begin by explaining the key challenges to HRM in developing the flexible and skilled workforce needed to compete effectively. Side by side with the competitive challenges, HRM must also address important employee concerns such as managing a diverse workforce, recognizing employee rights, and adjusting to new work attitudes. The chapter also discusses the important partnership with line managers and the competencies required of HR management. Then we continue with the introduction, explanation, and discussion of the individual practices and policies that make up HRM.Although we focus on the HR role of managers, we do not exclude the impact and importance of the HR department’s strategic role in developing, coor dinating, and enforcing policies and procedures relating to HR functions. Human resource management provides a functional and practical understanding of HR programs toenable our students to see how HR affects all employees, the organization, the community, and the larger society.Organizations in today’s competitive world are discovering that it is how the individual HR topics are combined that makes all the difference. Managers typically don’t focus on HR issues such as staffing, training, and compensation in isolation form one another. Each of these HR practices is combined into an overall system to enhance employee involvement and productivity. Human resource management ends with a final chapter that focus on development of high-performance work system. We outline the various components of the system including work-flow design, HR practices, management process, and supporting technologies. We also discuss the strategic processes used to implement high-performance work systems and the outcomes that benefit both the employee and the organization as a whole.Part II：Human resource management Chp1 Introduction to Human Resource [Learning objectives]After studying this chapter, students should be able to :1 Explain what human resource is.2 Illustrate the difference between human resource and human capital. [Chapter outline]1 Quantity and Quality of HR2 Human resource vs. human capital3 Features of HR4 The Distribution and Structure of HR in a nation5 The Distribution and Structure of HR in companyChp2 Introduction to Human Resource Management [Learning objectives]After studying this chapter, students should be able to :1 Define human resource management2 Describe the functions of human resource management3 Explain, in general terms, how human resource management[Chapter outline]1 Management and the relevant conception:Definition of Management: Its nature and purposeThe function of managementManagement as an essential for any organizationManagerial skills and the organizational hierarchyThe goals of all managers and organizations2The basic contents of human resource managementDefinition of human resource managementHuman resource management modelThe function of human resource managementThe goals of human resource managementThe activity of human resource managementChp3 Strategic Human Resource Management [Learning objectives]After studying this chapter, students should be able to :1 Identify human resource’s strategic challenge2 summarize the strategic management process3 Describe the human resource scorecard approach[Chapter outline]1 HR’s Strategic Challenges2 The Strategic Management ProcessBusiness Mission and Its Vision3 Types of Strategic Planning4 Relationships Among Strategies in Multiple- Business Firms5 Achieving Strategic Fit6 HR and Competitive Advantage7 HR’S Strategic RolesHR’s Strategy Execution RoleHR’s Strategy Formulation Role8 Creating a Strategy-oriented HR SystemThe High-Performance Work System9 The HR Scorecard ApproachChp4 The Manager and Department of HR [Learning objectives]After studying this chapter, students should be able to :1 Summarize the types of assistance provided by the human resource department2 Explain the desired relationship between human resource managers and operating managers3 Discuss the role of human resource managers in the future[Chapter outline]1 Who perform the human resource functions?The human resource department2 Challenges for human resource managersDiversity in the work forceRegulatory changeStructural changes to organizationsTechnological and managerial changes within organizations3 Perforce of human resource departmentChp5 The Environment of Human Resource Management [Learning objectives]After studying this chapter, students should be able to :1 Identify the environment of human resource management[Chapter outline]1 Introduction to the environment of human resource management2 The exterior environment of human resource managementPolitical factorsEconomics factorsLaw3 The interior environment of human resource managementStrategyLife Cycle of OrganizationOrganizational StructureOrganizational CultureChp6 The Academic Foundation of Human ResourceManagement[Learning objectives]After studying this chapter, students should be able to :1 Describe the basic human factors that affect human resource managing2 Explain the meaning of motivation3 Describe the various theories of motivation and their strengths and weaknesses4 Analyze motivational techniques, with emphasis on the role of money, participation, the quality of working life, and job enrichment.5 Present a systems and situational approach to motivation.[Chapter outline]1 Theory X- theory Y2 Human hypothesesRational-economic manSocial manSelf-actualizing manComplex man3 Stimulant theoriesContent TheoriesMaslow’s hierarchy of needs theoryAlderfer’s ERG theoryMcClelland’s acquired needs theoryHerzberg’s two-factor theoryProcess theoriesExpectancy theoryEquity theoryGoal-Setting theorySkinne’s Reinforcement TheoryIntegrative Expectancy ModelChp7 Job Analysis[Learning objectives]After studying this chapter, students should be able to :1 Discuss the nature of job analysis, including what it is and how it’s us ed.2 Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.3 Write job descriptions, including summaries and job functions, using the internet and traditional methods.4 Write job specifications using the internet as well as your judgment. [Chapter outline]1 The nature of Job Analysis2 Types of Information Collected3 Uses of Job Analysis Information4 Steps in Job Analysis5 Methods of Collecting Job Analysis InformationInterviewQuestionnaireObservationParticipant Diary/Logs6 Quantitative Job Analysis TechniquesP AQDOLFJACIT7 Writing Job Descriptions8 Writing Job SpecificationsCHP8 Human Resource Planning [Learning objectives]After studying this chapter, students should be able to :1 Define human resource planning(HRP)2 Summarize the relationship between HRP and organizational planning3 Explain strategy-linked HRP4 Identify the steps in the HRP process5 Describe the different methods used for forecasting human resource needs [Chapter outline]1 How HRP relates to organizational planning.Strategy-Linked HRP2 Steps in the HRP ProcessDetermining Organizational ObjectivesDetermining the skills and expertise required (demand)Determining additional (net) human resource requirementsDeveloping action plansSynthesizing the HRP process3 Tools and techniques of HRPTrend analysisManagerial estimatesDelphi techniqueStaffing tablesMarkov analysisSkills inventoriesManagement inventoriesReplacement chartsSuccession Planning4 Balancing demand and supply of HRChp9 Recruitment and Employment [Learning objectives]After studying this chapter, students should be able to :1 Define recruitment.2 Describe the advantages and disadvantages of using internal methods ofrecruitment.3 Describe the advantages and disadvantages of using external methods of recruitment.4 Outline the steps in the selection process.5 Describe aptitude, psychomotor, job knowledge, proficiency, interest, and personality tests.6 Define validity and reliability.[Chapter outline]1 Job analysis, human resource planning, and recruitment2 Sources of qualified personnelInternal sourcesExternal sources3 Effectiveness of recruitment methodsSupervisor recommendationsJob postingCareer development systemsEmployee referralsApplicant-initiated recruitmentHelp-wanted advertisementsOn-LineCampus recruitingEmployment agenciesExecutive search firms4 Who does the recruitment, and how5 Basic Testing Conceptsvalidityreliability6 Selection MethodsTests of cognitive abilitiesTests of motor and physical abilitiesPersonality testsWork sampling techniqueAssessment centersChp10 Training and Development [Learning objectives]After studying this chapter, students should be able to :1 Define training and development.2 Describe needs assessment.3 Outline three categories of training objectives..[Chapter outline]1 Training employeesNeeds assessmentEstablishing training objective2 Methods of trainingApprenticeship trainingJob instruction training (JIT)LectureAudiovisual-based trainingCase methodSimulated trainingTraining via the InternetRole playingBehavior modeling3 Principles of learning4 Evaluating trainingReactionLearningBehaviorResultsChapter 11 Performance Management [Learning objectives]After studying this chapter, students should be able to :1 Describe the appraisal process.2 Develop, evaluate, and administer at least four performance appraisal tools.3 List and discuss the pros and cons of six appraisal methods4 Explain and illustrate the problems to avoid in appraising performance5 Discuss the pros and cons of using different taters to appraise a person’s performance6 Perform an effective appraisal interview.[Chapter outline]1 Performance appraisal: definition and uses2 Understanding performanceDeterminants of performanceEnvironmental factors as performance obstaclesSelection of a performance appraisal method3 Performance appraisal methodsMulti-rater assessment (360-degree feedback)Ranking MethodPaired Comparison MethodForced Distribution MethodRating Scale MethodBARSBOS4 Potential errors in performance appraisals5 Overcoming errors in performance appraisalsCHP12 Compensation Management [Learning objectives]After studying this chapter, students should be able to :1 Define organizational rewards..2 Distinguish between intrinsic and extrinsic rewards.3 List the basic factors in determining pay rates4 Explain in detail how to establish pay rates.5 Outline the main employees’ services benefits6 Explain the main flexible benefit programs..[Chapter outline]1 Define the compensation system.2 Selection of rewards3 Relating rewards to performance4 Conventional job evaluationJob raking methodJob classification methodPoint methodFactor comparison method5 Pricing the jobWages and salary surveysWages and salary curves6 Pay grade7 Compensation trendCompetency-based payCompetenciesBroadbanding8 Employee benefitPart III：Appendix[Teaching material]1<Human Resource Management>(ninth Edition), [American] Gary.Dessler, Tsinghua University Press, 20052《人力资源管理概论》董克用、叶向峰著，北京：中国人民大学出版，2003 [Reference book]1<Managing Human Resource>, [American] George·Bohlander, Scott Snell. Thirteen Edition, DaLian：Dongbei University of Finance & Economics Press, 2003 2《人力资源管理基础》(双语教学版)【美】雷蒙德·A·诺伊（Raymond A. Noe）,雷丽华译，北京：中国人民大学出版社，20053《人力资源管理》第9版，【美】约翰·M·伊万切维奇（John M. Ivancevich）（休斯顿大学）,【中】赵曙明（南京大学）著，北京：机械工业出版社，2005 4《人力资源管理》（第9版）【美】加里·德斯勒（G ary Dessler）（佛罗里达大学）,吴雯芳，刘昕译，北京：中国人民出版社，20055《人力资源管理－高等院校应用型特色规划教材》廖三余主编，北京：清华大学出版社20066《人力资源管理实务》徐光华等编著，北京：清华大学、北京交通大学联合出版，20057 《人力资源管理》双语教学第7版，【美】劳埃德·拜厄斯（Lloyd L.Byars）、莱斯利·鲁（Leslie W. Rue）著，李业昆译. 北京：人民邮电出版社，2005说明：英文教学大纲中的课时安排和教学方法与中文教学大纲相同。
