联系我们

论文查询结果	返回搜索

论文编号：	12901
作者编号：	2320180563
上传时间：	2021/12/13 19:34:49
中文题目：	X供电公司三项制度改革方案设计及其对经营效果的影响研究
英文题目：	Study on the impact of three systems reform on the business effect of X Power Supply Company
指导老师：	方磊
中文关键字：	三项制度改革；经营效果；X供电公司
英文关键字：	Three Systems Reform；Business Effect；X Power Supply Company
中文摘要：	国有企业既是中国特色社会主义的政治基础，也是不可或缺的物质基础。十九大报告中指出，要深化国有企业改革，推动国有企业资本做强、做优、做大，这为国有企业发展指明了方向。以劳动、人事、分配机制改革为核心的制度改革已成为国有企业亟需解决的难题，同时也为国企高质量发展提供了重要保障，更是激发国有企业人力资源活力的重要举措。对国企在三项制度改革中采取的措施和取得的成效进行分析，能够帮助国企走上高质量发展之路，将人力资源优势充分发挥出来，在激烈的市场竞争中不断提升实力，提升治理成效。 本文在研究过程中，围绕三项制度改革相关理论社会主义市场经济理论、国有企业改革理论、以及人力资源理论为基础，阐释了三项制度改革的内涵，明确了“什么是三项制度改革”以及“为什么要实施三项制度改革”这两个关键问题。以X供电公司为例，分析了公司在实施三项制度改革前的发展状况，采用PEST分析方法对公司的政治环境、经济环境、社会环境、技术背景等进行系统分析，着重阐明了公司管理中存在的问题，如市场化用工机制尚未完全建立，从干部管理到职业经理人制度尚未建立，尚未构建中长期薪酬激励机制等。 针对X供电公司在三项制度改革中存在的问题，X公司立足实际，1.从继续探索市场化用工机制，采取诸如以劳动合同为核心的员工管理机制，优化人员结构，减少冗员现象，积极清理不在岗人员等措施；2.人事制度改革，采取诸如废除企业干部终身制，明确干部选聘程序，精简机构，压缩编制，加大年轻管理人才储备力度等措施；3.构建中长期激励机制，采取措施优化分配机制，加大绩效薪酬差异化水平，建立特殊人才群体薪酬激励机制等措施。 通过三项制度改革，企业经营状况、员工面貌等取得了很好的效果，为了说明三项制度改革对经营的提升作用，本文运用相关指标对三项制度改革成效进行了评价，评价结果表明通过三项制度改革经营成效明显改善，员工活力更好激发，人力资源配置不断优化。三项制度改革还需要继续推动，也需要对改革的效果进行追踪。最后对人力资本的研究方向提出了展望。
英文摘要：	State-owned enterprises are not only the political foundation of socialism with Chinese characteristics, but also an indispensable material foundation. The report of the 19th National Congress of the Communist Party of China pointed out that the reform of state-owned enterprises should be deepened and the capital of state-owned enterprises should be strengthened, optimized, and enlarged. This has pointed out the direction for the development of state-owned enterprises. System reform centered on the reform of labor, personnel, and distribution mechanism has become an urgent problem for state-owned enterprises to solve. It also provides an important guarantee for the high-quality development of state-owned enterprises, and is an important measure to stimulate the vitality of state-owned enterprises' human resources. Analyzing the measures taken and the results achieved by state-owned enterprises in the three system reforms can help state-owned enterprises embark on a road of high-quality development, give full play to their advantages in human resources, continuously improve their strengths in the fierce market competition, and improve governance effectiveness . In the research process of this article, based on the three system reform related theories, socialist market economy theory, state-owned enterprise reform theory, and human resource theory, it explains the connotation of the three system reforms and clarifies "what is the three system reforms" And the two key questions of "why should we implement the three system reforms". Taking X Power Supply Company as an example, it analyzed the company’s development status before the implementation of the three system reforms, and used the PEST analysis method to systematically analyze the company’s political environment, economic environment, social environment, and technical background, emphasizing the company’s management Existing problems, such as the market-oriented employment mechanism has not been fully established, the system from cadre management to professional managers has not yet been established, and the medium and long-term salary incentive mechanism has not been established. In response to the problems of X power supply company in the three system reforms, X company is based on reality, 1. From continuing to explore market-based employment mechanisms, adopting employee management mechanisms such as labor contracts as the core, optimizing personnel structure, reducing redundancy, and actively Measures to clean up out-of-service personnel; 2. Reform of the personnel system, adopt measures such as abolishing the life tenure of corporate cadres, clarify the procedures for selecting cadres, streamline the organization, reduce the number of staff, and increase the reserve of young management talents; 3. Build a medium- and long-term incentive mechanism , Take measures to optimize the distribution mechanism, increase the level of differentiation of performance compensation, and establish a compensation incentive mechanism for special talent groups. Through the three system reforms, the company’s operating conditions and the outlook of employees have achieved very good results. In order to illustrate the role of the three system reforms in improving operations, this article uses relevant indicators to evaluate the effectiveness of the three system reforms. The evaluation results show that they have passed The operating results of the three system reforms have been significantly improved, the vitality of employees has been better stimulated, and the allocation of human resources has been continuously optimized. The three system reforms still need to be promoted, and the effects of the reforms need to be tracked. Finally, a prospect is put forward for the research direction of human capital.
查看全文：	预览  下载(下载需要进行登录)