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地勘事业单位岗位机构设置工作的已全面开展,虽然目前地勘事业单位本着“效率优先、兼顾公平”的原则,紧紧围绕建立高素质人才战略目标,在不懈努力,想积极探索一套适合单位人才战略特点的分配激励机制。但是在职工的薪酬制度上仍存在“大锅饭”和平均主义分配倾向,没有与其岗位、能力、特别是业绩紧密挂钩,在优秀技术人才、学术带头人和技术科研管理骨干方面缺乏有效的激励机制。因此,建立一套适合地勘事业单位特殊工作岗位特点、全面发展、全面提升对外竞争力和创新力的、有的针对性、合理性和有效性的薪酬体系,是实现地勘事业单位在可持续发展的必然选择。本文通过探讨地勘单位薪酬管理存在的一系列问题,提出了改革和完善薪酬管理的观点和看法,目的想对薪酬管理理论做出有益的补充并能为推动地勘单位的薪酬管理的进一步发展做出有益的贡献。
Geological prospecting institutions post agencies set up the work has been fully carried out, although the current geological exploration units in the “efficiency first, give attention to fair” principle, closely around the strategic goal of establishing high-quality personnel, in the unremitting efforts, and would like to actively explore A Set of Incentives Suitable for the Strategy of Unit Talent. However, there is still a tendency of “big pot” and egalitarianism in the remuneration system of employees, which is not closely linked to their positions, capabilities, and performance in particular. They lack effective incentives in terms of excellent technical personnel, academic leaders and technical management cadres mechanism. Therefore, setting up a set of salary system suitable for the special job of geological prospecting units, comprehensively developing and comprehensively enhancing the competitiveness and innovation of foreign countries, and some pertinence, rationality and effectiveness, The inevitable choice of sustainable development. In this paper, by discussing a series of problems existing in the pay management of geological prospecting units, this paper puts forward the views and opinions on the reform and improvement of pay management. The purpose is to make a useful supplement to the pay management theory and to promote the further development of the pay management of the geological prospecting unit Make useful contributions.