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吉林油田公司作为中国石油天然气集团公司扩大经营自主权改革试点单位,积极探索劳动组织管理模式变革,提高工作效率;在用工方式和用工管理等方面进行探索和尝试,盘活人力资源存量;探索建立人均利润、劳动效率、劳动生产率与薪酬分配联动考核与挂钩机制,发挥薪酬分配激励导向和驱动引领作用。
Jilin Oilfield Company, as a pilot unit of China National Petroleum Corporation for expanding its business autonomy, actively explored the reform of the labor organization management mode and improved its work efficiency. It explored and attempted to tap the stock of human resources in terms of employment methods and labor management, and explored the establishment of per capita Profit, labor efficiency, labor productivity and remuneration distribution linkage assessment and linkage mechanism, to play a leading role in incentive distribution and incentive-driven.