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人力资源开发是指通过各种手段,促使职工素质的全面极高,以适应企业生产经营和发展的需要,同时创造有助于发挥职工潜能和积极性的环境。所谓手段,实际上就是一系列管理制度和方针政策。对于一个企业来说,管理的本质就是人的问题,劳动人事管理是一切管理的核心,而创造一个有利于人力资源开发的环境,确是企业劳动人事管理工作的重要环节。对一个人力,物力、财力都十分庞大的石油企业来说,如何充分开发利用人力资源,这是摆在每个劳动人事管理人员面前的重要课题。 古人说的好“兰蕙不采,无异蓬蒿”。笔者对一个中型石油企业进行了了解,该企业共有职工4000多人,其中有2000人左右职工的任务是野外资料采集,由于其生产任务的特殊性,这些野外作业的职工大部分平均每年只有工作6个月左右,而其他时间均在家中闲着,对他们另派工作,多数人不愿去,原因是他们已经完成全年的生产任务,但全年的劳动报酬还剩余一部分得逐月收取,工作了,这些报酬不会增加,反之也不会减
Human resources development refers to the adoption of various means to promote the overall high quality of employees to meet the needs of enterprises’ production, operation and development, and at the same time create an environment conducive to the development of their potential and enthusiasm. The so-called means is actually a series of management systems, guidelines and policies. For an enterprise, the essence of management is the human problem. Labor and personnel management is the core of all management, and creating an environment conducive to the development of human resources is indeed an important part of the enterprise’s labor and personnel management. For an oil company with huge manpower, material resources, and financial resources, how to fully develop and utilize human resources is an important issue that confronts every labor personnel manager. The ancients said that “Langbiao does not adopt, no different Basil.” The author learned about a medium-sized oil company with a total of more than 4,000 employees, of whom about 2,000 were tasked with field data collection. Due to the special nature of their production tasks, most of the workers in these field operations only work on average each year. About 6 months, while others are idle at home and send jobs to them, most people are reluctant to go because they have completed production tasks for the whole year, but the remaining part of the labor compensation for the whole year has to be charged monthly. , work, these rewards will not increase, and vice versa will not decrease