论文部分内容阅读
国有企业的中层干部(或中高层管理人员)是企业的骨干和中坚力量,如何对他们进行科学的考核和评价,是干部人事(人力资源)部门需要重点研究的课题。以往的干部考核评价方式,过于注重民主测评的得票情况,无法客观全面、准确真实地反映干部的工作能力和业绩水平,而且在一定程度上束缚了干部坚持原则、大胆管理的手脚。国有企业中层干部考核评价方法研究的重点,主要考虑从三个方面进行:一是创新考评思路。按照定性与定量相结合的原则,采取多视角、多层面、全方位的评价方法,力求考评结果更加客观和真实。二是细化评价指标。针对中层干部从事的不同岗位,制定差异化的定量评价指标和权重标准,增强考评结果的公正性;三是强化结果运用。合理设计结果运用标度,使考评结果成为干部提拔、任用、交流以及奖惩的重要参考依据。
The middle-level cadres (or middle and senior management) of state-owned enterprises are the backbone and backbone of enterprises. How to carry out scientific assessment and evaluation on them is a key issue for cadre and personnel (human resources) departments. In the past, the assessment methods of cadres paid too much attention to the votes of the democratic evaluation, failing to objectively and completely, accurately and truly reflect the work ability and performance level of cadres, and to a certain extent, they restrained the cadres from sticking to principles and boldly managing their own hands and feet. The key points of the research on evaluation methods of middle-level cadres in state-owned enterprises mainly consider three aspects: First, innovate and appraise the ideas. In accordance with the principle of combining qualitative and quantitative methods, a multi-perspective, multi-level and comprehensive evaluation method is adopted so as to make the assessment results more objective and truthful. The second is to refine the evaluation index. For different positions engaged by middle-level cadres, the development of differentiated quantitative evaluation indicators and weight standards to enhance the fairness of evaluation results; third is to strengthen the use of results. Rational use of the results of the design scale, the evaluation results of cadres to promote, appoint, exchange and reward and punishment of an important reference.