R研究院科研人员管理制度研究

发布时间：2018-07-10 10:47

本文选题：转制院所 + 科研人员　；参考：《太原理工大学》2017年硕士论文

【摘要】：1999年到2000年,国家对376家开发类科研机构的管理进行了改革,绝大部分院所由原来的事业单位转制成了企业,转制后,如何保持并进一步提升科研院所的核心竞争力,成为影响其发展的关键课题。作为科研院所核心竞争力载体的科研人员必然成为解决这一问题的关键。对转制类科研院所进行科研人员管理制度的审视和再设计将有力保障其发展引擎的持续发力。本文选取R研究院为研究对象,结合国内外相关研究成果,根据人力资源、企业氛围、需求理论、激励理论等相关理论,利用访谈法、案例分析法、比较研究法等研究方法,对R研究院现行科研人员管理制度进行了研究。由于受到改制之前"等、靠、要"和平均主义的余毒,人力劳动成本观念的束缚以及十年间产业发展的经济条件限制,R研究院现行科研人员管理制度存在部分缺陷,不利于企业核心竞争力的发展。文章从绩效考核制度、薪酬福利制度、职称评定制度、职务晋升制度和培训制度五个方面对R研究院现行的科研人员管理制度进行了陈述、问题查找和原因分析,根据相关理论知识结合R研究院实际情况明确了科研人员管理制度再设计的基本原则和整体思路,最终从绩效考核制度、薪酬福利制度、职称评定制度、职务晋升制度、培训制度和企业文化六个方面对R研究院现行的科研人员管理制度进行了再设计。本文从人力资本积累的角度出发,综合考虑科研人员的总体特征,在保持原有制度相对弹性的基础上,从各方面总体考虑,进一步规范各项规章制度,全面提升企业文化,有力的保障R研究院可持续发展的原动力。文章强调将R研究院发展战略规划分解至科研人员绩效考核PKI指标之中,并根据其对企业的影响力给各项指标赋予不同权重,对科研人员进行年度综合绩效考核,使绩效考核结果数字化,使科研人员个人目标与企业发展目标有机融合。整体提升科研人员薪酬福利水平,为他们提供更加富足的物质基础,有助于提振企业士气。遵循按劳分配的原则将绩效工资与绩效考核结果挂钩,加强薪酬的激励和鞭策作用,鼓励科研人员创新实干,为R研究院再立新功。设置更加开放和高标准的职称评定和职务晋升制度,使科研人员尤其是青年骨干通过自身努力获得更多的社会认可和科研资源,使他们更快的实现自我价值的提升,体现R研究院对科研人员的尊重和爱护。完善的培训制度是不断挖掘科研人员潜力的有力推手。文章指出要从全院角度优化培训资源,为科研人员提升科研能力提供充足的后勤保障,有力促进R研究院核心竞争力的可持续发展。为加强规章制度在实际操作中的执行力,弥补各项制度因条款化而可能存在的缺陷,推动企业文化建设,提升企业文化内涵,为R研究院及其所属科研人员的发展提供良好的内部空间。R研究院科研人员管理制度的研究是对其企业发展的有力制度保障和软实力提升,对众多转制类科研院所有着极强的现实意义,同时对于急需"调结构、稳增长"以科技创新点燃发展引擎的中国企业有着普遍性参考价值,更是对相关人力资源理论的丰富和完善。愿本文能够为我国快速增长的经济发展起到微薄之效。
[Abstract]:From 1999 to 2000, the state has carried out a reform of the management of 376 development research institutions. The vast majority of the institutions have been transformed into enterprises by the original institutions. After the transformation, how to maintain and further enhance the core competitiveness of scientific research institutes and become the key topics affecting their development. The examination and redesign of the management system of the scientific research personnel in the research institutes of the transformation type will ensure the continuous force of its development engine. This paper selects the R Research Institute as the research object and combines the relevant research results at home and abroad, according to the human resources, the enterprise atmosphere, the demand theory, the incentive theory and so on. According to the theory, using the methods of interview, case analysis and comparative research, the current research personnel management system of R Research Institute is studied. Due to the "wait, rely," and "equalitarianism", the shackles of human labor cost concept and the restriction of the economic conditions of industrial development in the ten years, the current scientific research of the R Research Institute There are some defects in the system of personnel management, which is not conducive to the development of the core competitiveness of the enterprise. The article describes the current scientific research personnel management system of R Research Institute from five aspects: performance assessment system, salary and welfare system, job title evaluation system, job promotion system and training system. According to the actual situation of R Research Institute, the basic principles and overall ideas of the redesign of the scientific research personnel management system are clearly defined. Finally, the author redesigns the management system of the researchers in the R Research Institute from six aspects: the performance appraisal system, the salary and welfare system, the title evaluation system, the job promotion system, the training system and the enterprise culture. From the point of view of the accumulation of human capital and considering the overall characteristics of the scientific research personnel, on the basis of maintaining the relative flexibility of the original system, we should consider all aspects, further standardize the rules and regulations, improve the enterprise culture and guarantee the motive force of the sustainable development of the R Research Institute. The article emphasizes the development strategy of the R Research Institute. The plan is decomposed to the PKI index of the performance appraisal of the scientific researchers, and gives different weights to the indexes according to the influence of the enterprise, and makes the annual comprehensive performance appraisal to the scientific researchers, digitize the results of the performance assessment, and make the individual goal of the scientific research personnel integrate with the enterprise development goal organically. Ping, providing a more rich material base for them, helps to boost business morale. It follows the principle of distribution according to work to link performance pay with the results of performance assessment, strengthen the incentive and whip role of salary, encourage scientific researchers to innovate and make new work for the R Institute. Set more open and high standard professional title evaluation and job promotion. The system makes the researchers, especially the youth backbone, through their own efforts to obtain more social recognition and scientific research resources, so that they can improve their self-worth faster and reflect the respect and protection of the researchers by the R Research Institute. The perfect training system is a powerful push for the continuous excavation of the potential of scientific research personnel. In order to strengthen the sustainable development of the core competitiveness of the R Research Institute, to improve the scientific research ability of the scientific research personnel and to promote the sustainable development of the core competitiveness of the Research Institute, to strengthen the implementation of the rules and regulations in the actual operation, to make up for the possible defects in the various systems, promote the construction of the enterprise culture and enhance the cultural connotation of the enterprise, The research of R Research Institute and its affiliated scientific research personnel provides a good internal space.R Research Institute scientific research personnel management system. It is a powerful system guarantee and soft strength promotion for the development of its enterprise. It is of great practical significance for all the research institutes of transformation type. At the same time, it is urgent to ignite the development of scientific and technological innovation in urgent need of "structure adjustment and steady growth". The Chinese enterprise of engine has the universal reference value, and is more abundant and perfect to the related human resource theory. This article is willing to play a slight effect on the rapid economic development of our country.
【学位授予单位】：太原理工大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：G311

【相似文献】