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论文编号：	13624
作者编号：	2320200457
上传时间：	2022/12/5 11:47:50
中文题目：	A公司“三项制度改革”存在的问题及对策的研究
英文题目：	Research on the problems and Countermeasures of "Three System Reforms" in Company A
指导老师：	杨斌
中文关键字：	三项制度改革；管理；国有企业
英文关键字：	Three System Reforms；Administration；State-owned Enterprise
中文摘要：	国有企业作为我国经济的顶梁柱，承担着引领新时代经济发展的重任。随着全面深化改革进一步推进，国有企业改革进程也不断加快。干部人事制度改革、劳动用工制度改革、收入分配制度改革是推进国有企业改革的重要措施。在《国企改革三年行动方案》等措施的强力推动下，管理人员能上能下，员工能进能出，收入能增能减成为国有企业改革的奋斗目标。但是国有企业有自身的特点和历史沿革，结合社会背景以及行业特点，想要彻底完成改革的目标，是一项十分艰难的系统工程。因此，本文选取国有能源企业A公司，作为三项制度改革的对象，进行梳理和分析，研究A公司三项制度改革举措，分析存在的问题，并提出建设性的对策建议，对A公司改革实践有十分重要的意义。 研究发现，A公司在三项制度改革方面已经采取了强化领导班子任（聘）期制和契约化管理、优化绩效评价指标体系、健全干部能上能下的管理机制、优化人员岗位序列设置与晋升管理、积极实施重点人员的差异化精准激励等措施，取得了一定成效。但是，结合深化三项制度改革的要求，A公司实施改革过程中暴露出人才队伍建设机制还不完善、人力资源管规划管理还有欠缺、绩效评价有效落实仍有不足等问题。据此，本文从三个方面提出了相应对策，包括一是改进人才队伍建设方面的策略，分别优化干部队伍建设、推进专业化人才队伍建设和做好年轻干部队伍梯队建设；二是统筹人力资源规划方面的策略；三是提升绩效评价方面的策略。同时，提出了深化改革的具体保障措施。以期通过本文研究，为A公司三项制度改革提供有建设性的帮助，提升公司整体竞争力。
英文摘要：	As the pillar of China's economy, state-owned enterprises shoulder the responsibility of leading the economic development in the new era. With the comprehensive deepening of reform, the reform process of state-owned enterprises has been accelerated. The reform of cadre and personnel system, labor employment system and income distribution system are important measures to promote the reform of state-owned enterprises. Driven by the Three Year Action Plan for SOE Reform and other measures, the goal of SOE reform is to enable managers to rise and fall, employees to enter and leave, and income to increase and decrease. However, state-owned enterprises have their own characteristics and historical evolution. It is a very difficult systematic project to completely complete the goal of reform in combination with the social background and industry characteristics. Therefore, this paper selects A Company, a state-owned energy enterprise, as the object of the three system reforms, to sort out and analyze, study the three system reform measures of Company A , analyze the existing problems, and put forward constructive countermeasures and suggestions, which are of great significance to the reform practice of Company A. The study found that Company A has taken such measures as strengthening the appointment (appointment) system and contractual management of the leadership, optimizing the performance evaluation index system, improving the management mechanism of cadres, optimizing the post sequence setting and promotion management of personnel, and actively implementing differentiated and accurate incentives for key personnel in the three system reforms, and has achieved certain results. However, in combination with the requirements of deepening the three system reforms, the reform process of Company A revealed that the talent team building mechanism is not perfect, the planning and management of human resources management are still lacking, and the effective implementation of performance evaluation is still insufficient. Accordingly, this paper puts forward corresponding countermeasures from three aspects, including: first, improving the strategy of talent team construction, optimizing the construction of the cadre team, promoting the construction of specialized talent team and doing a good job in the construction of young cadre team echelon; Second, the strategy of overall planning of human resources; Third, strategies to improve performance evaluation. At the same time, specific safeguard measures for deepening reform are proposed. With a view to providing constructive help for the three system reforms of Company A and improving the overall competitiveness of the company through this study.
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