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论文编号：	9874
作者编号：	2120152752
上传时间：	2017/12/21 14:02:36
中文题目：	天津市H区工会转型期战略及实施措施研究
英文题目：	Study on trade union transformation strategy and implementation measures in H District of Tianjin
指导老师：	杨俊
中文关键字：	工会发展战略；比较分析；SWOT分析；实施措施
英文关键字：	Trade union development strategy； Comparative analysis； SWOT analysis ；Implementing measures
中文摘要：	工会工作是协调劳动关系的重要工作，中央要求全面深化群团组织工作改革，以适应目前经济结构调整中的企业服务需求。2015年7月9日，中共中央印发《中共中央关于加强和改进党的群团工作的意见》，该《意见》强调新形势下加强和改进党的群团工作的重要性和紧迫性，为适应新形式下劳动关系的巨变，中央要求全国工会系统转变原有的工作方式，去机关化、去行政化，进行全面深化改革。根据全国总工会《关于加强和改进新形势下工会自身建设的决定》的要求，提高服务职工的能力，采取有效措施改进工会的整体实力水平，成为工会系统重要的发展目标。在国民经济进行战略调整的过程中，天津市H区经济发展出现一些突出问题包括：经济结构需要进一步优化，民营经济发展不顺畅，转型升级任务仍然较重。同时，非公有制企业数量大、分布广、从业人员多、劳动关系复杂，已成为社会经济发展的一大治理难题。由于经济结构的变化，特别是产业结构、分配结构、技术结构的变化，使得职工对于劳动就业、技能素质提升、利益分配等问题的要求也越来越高，给工会工作带来了巨大压力。天津市H 区工会坐落于沿海发达城市H区，是国家级重点发展经济区，成立于2010年，是国家群团组织中的非营利性机构，现有职工243人，办公室、组织部、宣传教育部、权益保障部、财务部、经济保障部共6个部室。天津市H区工会是在原有9大经济区域，25个直属大型国有公司或集团，18个街镇和15个各类系统的基础上，重构组建形成的。根据邓小平同志1986年对天津市的考察，天津市市委在摸索发展的基础上于1994年，制定了《天津市滨海新区城市总体规划（1994–2010）》，规划的主要指导思路是以中心城区发展带动带动辐射周边城区共同发展，当时设定以塘沽地区（包括塘沽城区、天津经济技术开发区、天津港、天津港保税区）为中心，汉沽城区、大港城区和海河下游工业区为辐射区域，形成“一心三点”组合型城市布局结构。经过15年左右的基础发展期积累，于2010年滨海新区正式重新组合成立国家级新区，H区成为整个天津市的主要经济支撑，据天津市H区2016年政府工作报告显示，2016年天津市GDP17800亿元，H区10002亿元，占整个天津市的56.19%。天津市H工会目前面临了一系列的问题。一是机关化管理水平落后。天津市H区工会于2010年刚刚成立，运作时间较短，高层管理人员都是从区域内各个系统调动重组的领导班子，组织成立初级阶段没有制定明确的发展战略，导致前期发展缓慢。随中中央全面深化改革战略的推进，原有的机关化的运作模式已经不能适应市场经济的要求，制定企业式的发展战略成了天津市H区工会长效发展的需要。二是经费资金支配能力不强。按照《中华人民共和国工会法》第四十二条规定：“建立工会组织的企业、事业单位、机关按每月全部职工工资总额的百分之二向工会拨缴经费，工会经费主要用于为职工服务和工会活动。经费使用的具体办法由中华全国总工会制定。”天津市H区工会自去年实行税务代征、代缴工会经费的方式以后，经费总计7000余万元，经费的支配方案不健全，资金支配能力薄弱。三是服务能力整体水平不高。服务能力是工会工作的核心内容，天津市H工会在职工的维权服务能力、社会保障服务能力、职工技能提升服务能力方面在全市的工会系统中比较来看属于整体水平偏低，各基层工会服务水平能力相差悬殊，发展水平严重失衡的状态中。截止2017年8月份，天津市H工会共完成工资集体协商协议278538份，占建会总数的87%，刚刚实现天津市总会85%的工作指标要求，在全市工会系统中排名倒数第二。相对于天津市工会系统的其他工会而言，技能大赛活动在数量上匮乏，在质量上所选行业特点不鲜明，代表性差，导致职工的反响不好，职工对于天津市H工会的整体服务能力满意度较低。本论文采用文献查阅法、比较分析法、图表分析法搜集资料并进行剖析，借鉴管理学中PEST分析的理论对天津市H 区工会的外部环境进行分析。同时，从组织架构设置、部门职能设置、人力资源因素、服务能力分析等几方面对天津市H区工会的内部资源进行分析，通过对天津市H区工会的优势、劣势、机会与威胁的匹配分析，得出了四种类型的战略规划方向，包括组织扩张战略、多元发展战略、扭转战略、防御战略等。根据天津市H区工会外部环境中机会的稳定性大于威胁的抗衡力量，天津市H区工会内部具有一定的自身优势，可以利用外部的机会选择扩大发展的战略规划，但工会是非营利性组织，根本任务是做好上级组织和当地政府的任务安排，所以不建议采用扩大发展的战略。结合四种战略模式的提出和H区工会的人才需求的紧迫性、外部劳动关系的复杂性，H 区工会的发展战略应该采用差异化的扭转战略。经过论文研究表明，天津市H区工会在中央要求进行改革的背景下需要采用扭转型战略，通过机制建设战略、融合资源战略、人才激励战略、新媒体战略对天津市H区工会组织战略实施，并采取组织建设、监管措施、考核措施和责任落实措施保障战略实施的效果，以促进战略在实际操作中能够实质性落地并发挥成效。本论文不仅对于天津市H区工会的发展方向具有指导意义，也有益于本市其他工会系统了解和判断自己工会组织的发展方向，为工会系统在整个国内的工作水平提高提供一定的参考。首先，通过对天津市H工会的现状分析，采用比较分析的方法，结合管理学中SWOT矩阵模型为H工会的发展选择合理的战略规划策略，制定天津市H工会的发展战略并提出实施方案和保障措施，为日后天津市H工会的转型发展指出方向。第二，通过对与本论文主题相关的文献和研究成果进行学习分析，发现能够针对工会组织的相关研究甚少，本论文能够在一定程度上提供对这个专题领域的资料补充，为以后的研究者带来些许帮助。第三，在国际投资环境巨变，国际政局关系不明朗的局势下，国内全面深化改革加速推动的进程中，国内各种性质企业的劳动关系紧张加剧，劳方与资方矛盾明显，作为在劳资双方之间起调节作用的工会，显得作用极大，通过本论文的研究，为天津市H工会的发展战略做出规划，借助管理学外部环境和内部因素分析方法，制定工会发展战略，并确定实施措施，达到增强H工会的整体组织运作能力的目标。最后，在梳理关于工会的文献过程中发现，有很少量可参考的学者研究成果，本论文可以帮助外界更加了解工会系统，同时也为本领域增加一些文献参考。
英文摘要：	The trade union work is an important work for the coordination of labor relations, the requirements of the central organization work deepening reform comprehensively, to adapt to the current economic structure adjustment in the enterprise service demand. In July 9, 2015, the CPC Central Committee issued the "CPC Central Committee on strengthening and improving the party's mass work opinion", the "opinions" stressed the importance of strengthening and improving the party's mass work under the new situation and the urgency is to adapt to changes in labor relations under the new situation, the requirements of the national trade union system to transform the original work, go to the authorities and to the administration of the comprehensive deepening of reform. According to the requirements of the National Federation of trade unions' decision on strengthening and improving the construction of trade unions under the new situation, improving the ability of service workers and taking effective measures to improve the overall strength of the trade union has become an important development goal of the trade union system. In the process of strategic adjustment of national economy, there are some prominent problems in the economic development of H District of Tianjin, including: the economic structure needs further optimization, the development of private economy is not smooth, and the task of transformation and upgrading is still heavy. At the same time, non-public enterprises have become a major governance problem in social and economic development because of their large number, wide distribution, large number of employees and complicated labor relations. Due to the change of economic structure, especially the changes of industrial structure, distribution structure and technical structure, the requirements of workers for employment, technical quality improvement, interest distribution and other issues are getting higher and higher, which brings great pressure to trade union work. The H District of Tianjin city is located in the coastal city of H District, is the focus of national economic development zone, founded in 2010, is a non-profit organization of mass organizations in the country, the existing staff of 243 people, the office of the Organization Department, the Ministry of education, protection of the rights and interests of the economic security department, financial department, a total of 6 of the rooms. The trade unions in H District of Tianjin are reconstructed and formed on the basis of the original 9 economic regions, 25 directly affiliated large state-owned companies or groups, 18 Street towns and 15 kinds of systems. According to the investigation of Comrade Deng Xiaoping in Tianjin city in 1986, the Tianjin municipal Party committee based on the development of the primary on 1994, formulated the "overall planning of Tianjin City Binhai New Area (1994 - 2010)", the main guideline of planning is to lead the common development zone radiation week border town city in the center of development, was set in the Tanggu area (Tanggu City, Tianjin economic and Technological Development Zone, Tianjin port, Tianjin Port Free Trade Zone) as the center, Hangu District, Dagang District and the Haihe River downstream industrial area for radiation area, "one three" combination type city layout structure. After 15 years of accumulation of foundation for the development of Binhai New Area in 2010, officially founded national district, H district has become the main economic support in the entire city of Tianjin, according to a report in Tianjin city H district government of Tianjin city in 2016 2016, GDP17800 billion, H billion yuan 10002, accounting for 56.19% of the entire city of Tianjin. Tianjin H trade union faces a series of problems at present. First, the backward management level. The trade union in H District of Tianjin city was established in 2010, and the operation time is short. The top management team is the leading group that mobilizes the reorganization from each system in the region. The initial stage of the establishment of the organization has not formulated a clear development strategy, leading to slow development in the early stage. With the deepening of the central and central China's comprehensive deepening reform strategy, the original operation mode of the organization has been unable to meet the requirements of the market economy, the formulation of enterprise development strategy has become a long-term development needs of trade unions in H District of Tianjin. Two is the ability to control funds and funds is not strong. According to the forty-second law of the People's Republic of China trade union law, the enterprises, institutions and organs that set up trade union organizations allocate funds to the union according to two percent of the total wages of the employees every month. The trade union funds are mainly used for the services of workers and trade unions. The specific measures for the use of funds shall be formulated by the all China Federation of trade unions." Since the implementation of the tax levy and payment of trade union funds in Tianjin District of H last year, the total amount of funds is more than 7000 yuan, the funding scheme is not perfect, and the ability of capital control is weak. Three is the overall level of service capacity is not high. Service ability is the core content of the trade union work in Tianjin City, H union workers rights service ability, social security and service ability and skills of workers to enhance the service capabilities in terms of trade union system in the city's comparison to the overall low level, the level of service to the grass-roots trade unions disparity, a serious imbalance in the development level of the state. As of 2017 August, Tianjin H union completed a total of 278538 collective bargaining agreements, accounting for 87% of the total number of the Construction Committee, just to achieve the Tianjin Federation of work index requirements of 85%, ranked second in the whole city trade union system. Compared with other trade unions in Tianjin labor union system, skills competition activities in the lack of quantity, the quality of the selected industry characteristics are not clear, poor representation, resulting in staff repercussions is not good, the staff of Tianjin H Trade Union overall service ability satisfaction is low. This paper adopts literature method, comparative analysis, chart analysis and data collection and analysis, from the analysis of the external environment management theory of PEST union H District of Tianjin city were analyzed. At the same time, from the organization, functions, human resources factor, service ability analysis and other aspects of the H District of Tianjin City, internal resources analysis, through the analysis of trade unions, H District of Tianjin City, the advantages and disadvantages, opportunities and threats, the strategic planning direction of four types, including the organization expansion strategy, diversified development strategy, reverse strategy, defense strategy. According to the stability of opportunities in Tianjin city H District unions in the external environment is greater than the threat countervailing forces, Tianjin city H District Union has certain advantages, can use the external opportunities to choose to expand the development of strategic planning, but the union is a non-profit organization, the fundamental task is to do the parent organization and the local government arrangements for the task, it is not recommended the development strategy of expanding. Combined with the complexity of urgency, external labor relations and put forward H District Union personnel needs four strategic modes of the development strategy of H District unions should adopt the strategy of differentiation. The research shows that the union of the H District of Tianjin city in the central reform requirements under the background of the reverse strategy, through the mechanism of fusion construction strategy, resource strategy, talent incentive strategy, new media of strategic trade unions in Tianjin city H District, and take the organization construction and supervision measures, measures and responsibilities measures to ensure the implementation of the strategy, to promote the strategy in the actual operation can be substantial and effective landing. This paper not only has a guiding significance for the development of trade unions in H District of Tianjin, is also beneficial in other trade union system to understand and judge the development direction of the city to organize their own trade union, provide a reference for improving trade union work in the domestic level of the whole system. First of all, through analyzing the present situation of Tianjin H union analysis, using the comparative analysis method, combined with the management of SWOT matrix in model selection of strategic planning reasonable strategy for the development of H Union, make the development strategy of Tianjin city H Union and put forward the implementation scheme and safeguard measures, pointed out the direction for the transformation and development of H days after the Union in Tianjin city .The Second, through the analysis of the related literature on the topic and research results, found to related studies on trade unions is very little, this paper to a certain extent on this topic in the field of providing supplementary information, for future researchers to bring some help. Third, in the international investment environment changes, the international political relationship between the uncertain situation, the deepening of reform in China to accelerate the process of labor relations, the tensions of various properties of domestic enterprises, labor and capital contradiction between capital and labor is obvious, as in up regulation for the trade union, is a great role, through the research of this paper the plan for the development strategy of Tianjin H Union, the management of internal and external environment factor analysis method, making the union development strategy, and to determine the implementation of measures to enhance the overall operational capacity of the H trade union organizations target. Finally, the literature on trade unions found in the carding process, there is very little reference to the research results, this paper can help to better understand the outside world trade union system, also add some references for the field.
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