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建立和健全国有企业经营者的缴励和约束机制,探索和实施经营者按劳分配和按要素分配相结合的分配方式,不仅是国有企业转换经营机制,建立现代企业制度的重要内容、也是深化国有企业人事制度改革,加快建设高素质的经营者管理队伍的重要环节。为加快我省企业经营者年薪制的实施步伐,今年9月我们对实行年薪制比较成功的上海、青岛、武汉等市,就其实施企业经营者年薪制情况进行了考察。考察中的所见所闻,感触颇深,受益良多。一、上海、青岛等地年薪制的实施情况这次考察,总的感觉是这些市在实施企业经营者年薪制过程中,认识早,行动快,工作扎实、细致,效果显著。一是领导高度重视。这些市面对市场经济的新形势,积极探索建立企业经营者激励约束机制的有效形式,大胆试行年薪制。各市均成立了专门机构,以加强对这项工作的领导和协调。二是工作力度大。考察中发现,通过几年来年薪制的试行,企业经营者年薪收入差距拉的很大,多的拿几百万元,少的仅拿几万元或几千元,对经营者震动很大,真正起到了激励约束作用。三是文件出台极为慎重。实行年薪制是一项政策性、利益性很强的工作,直接关系到企业的长远发展。因此,各市在实施年薪制过程中极为慎重,在文件出台前都经过了选择试点,总结试点经验,最后拿出卖施办法的过程。
Establishing and perfecting the system of payment and restraint of state-owned enterprise operators, exploring and implementing the distribution pattern of combining the distribution according to work and distribution according to factors is not only an important part of transforming the management mechanism of state-owned enterprises and establishing a modern enterprise system, but also the deepening Reform of the personnel system in state-owned enterprises and an important link in accelerating the management team of high-quality managers. In order to speed up the implementation of the annual salary system of business operators in our province, in September this year we conducted a survey on the annual salary system of business operators in Shanghai, Qingdao and Wuhan, which implemented the relatively successful annual salary system. In the study of what I saw and heard, deep feelings, benefit a lot. I. Implementation of the Annual Salary System in Shanghai, Qingdao, etc. The overall feeling is that in these cities, in the course of implementing annual salary system for business operators, they knew early, acted quickly, worked solidly and meticulously, and achieved remarkable results. First, leaders attach great importance. These cities face the new situation of the market economy, actively explore the establishment of an effective form of encouragement and restraint mechanism for business operators, and boldly test the annual salary system. Specialized agencies have been set up in all cities to strengthen the leadership and coordination of this work. Second, work hard. During the inspection, we found that through the trial of the annual salary system over the past few years, the difference in the annual salary income of business operators has been greatly lagged, and the ones that took more than a few million yuan and only took a few million or a few thousand yuan less, Really played a role in encouraging constraints. Third, the document issued a very careful. The implementation of the annual salary system is a policy-oriented work with strong interests and is directly related to the long-term development of enterprises. Therefore, cities in the implementation of the annual salary system is extremely cautious, before the introduction of the file have been selected to test, summarize the pilot experience, and finally come up with measures to sell the process.