本文選題：轉(zhuǎn)制院所 + 科研人員��； 參考：《太原理工大學(xué)》2017年碩士論文

【摘要】：1999年到2000年,國家對(duì)376家開發(fā)類科研機(jī)構(gòu)的管理進(jìn)行了改革,絕大部分院所由原來的事業(yè)單位轉(zhuǎn)制成了企業(yè),轉(zhuǎn)制后,如何保持并進(jìn)一步提升科研院所的核心競(jìng)爭(zhēng)力,成為影響其發(fā)展的關(guān)鍵課題。作為科研院所核心競(jìng)爭(zhēng)力載體的科研人員必然成為解決這一問題的關(guān)鍵。對(duì)轉(zhuǎn)制類科研院所進(jìn)行科研人員管理制度的審視和再設(shè)計(jì)將有力保障其發(fā)展引擎的持續(xù)發(fā)力。本文選取R研究院為研究對(duì)象,結(jié)合國內(nèi)外相關(guān)研究成果,根據(jù)人力資源、企業(yè)氛圍、需求理論、激勵(lì)理論等相關(guān)理論,利用訪談法、案例分析法、比較研究法等研究方法,對(duì)R研究院現(xiàn)行科研人員管理制度進(jìn)行了研究。由于受到改制之前"等、靠、要"和平均主義的余毒,人力勞動(dòng)成本觀念的束縛以及十年間產(chǎn)業(yè)發(fā)展的經(jīng)濟(jì)條件限制,R研究院現(xiàn)行科研人員管理制度存在部分缺陷,不利于企業(yè)核心競(jìng)爭(zhēng)力的發(fā)展。文章從績(jī)效考核制度、薪酬福利制度、職稱評(píng)定制度、職務(wù)晉升制度和培訓(xùn)制度五個(gè)方面對(duì)R研究院現(xiàn)行的科研人員管理制度進(jìn)行了陳述、問題查找和原因分析,根據(jù)相關(guān)理論知識(shí)結(jié)合R研究院實(shí)際情況明確了科研人員管理制度再設(shè)計(jì)的基本原則和整體思路,最終從績(jī)效考核制度、薪酬福利制度、職稱評(píng)定制度、職務(wù)晉升制度、培訓(xùn)制度和企業(yè)文化六個(gè)方面對(duì)R研究院現(xiàn)行的科研人員管理制度進(jìn)行了再設(shè)計(jì)。本文從人力資本積累的角度出發(fā),綜合考慮科研人員的總體特征,在保持原有制度相對(duì)彈性的基礎(chǔ)上,從各方面總體考慮,進(jìn)一步規(guī)范各項(xiàng)規(guī)章制度,全面提升企業(yè)文化,有力的保障R研究院可持續(xù)發(fā)展的原動(dòng)力。文章強(qiáng)調(diào)將R研究院發(fā)展戰(zhàn)略規(guī)劃分解至科研人員績(jī)效考核PKI指標(biāo)之中,并根據(jù)其對(duì)企業(yè)的影響力給各項(xiàng)指標(biāo)賦予不同權(quán)重,對(duì)科研人員進(jìn)行年度綜合績(jī)效考核,使績(jī)效考核結(jié)果數(shù)字化,使科研人員個(gè)人目標(biāo)與企業(yè)發(fā)展目標(biāo)有機(jī)融合。整體提升科研人員薪酬福利水平,為他們提供更加富足的物質(zhì)基礎(chǔ),有助于提振企業(yè)士氣。遵循按勞分配的原則將績(jī)效工資與績(jī)效考核結(jié)果掛鉤,加強(qiáng)薪酬的激勵(lì)和鞭策作用,鼓勵(lì)科研人員創(chuàng)新實(shí)干,為R研究院再立新功。設(shè)置更加開放和高標(biāo)準(zhǔn)的職稱評(píng)定和職務(wù)晉升制度,使科研人員尤其是青年骨干通過自身努力獲得更多的社會(huì)認(rèn)可和科研資源,使他們更快的實(shí)現(xiàn)自我價(jià)值的提升,體現(xiàn)R研究院對(duì)科研人員的尊重和愛護(hù)。完善的培訓(xùn)制度是不斷挖掘科研人員潛力的有力推手。文章指出要從全院角度優(yōu)化培訓(xùn)資源,為科研人員提升科研能力提供充足的后勤保障,有力促進(jìn)R研究院核心競(jìng)爭(zhēng)力的可持續(xù)發(fā)展。為加強(qiáng)規(guī)章制度在實(shí)際操作中的執(zhí)行力,彌補(bǔ)各項(xiàng)制度因條款化而可能存在的缺陷,推動(dòng)企業(yè)文化建設(shè),提升企業(yè)文化內(nèi)涵,為R研究院及其所屬科研人員的發(fā)展提供良好的內(nèi)部空間。R研究院科研人員管理制度的研究是對(duì)其企業(yè)發(fā)展的有力制度保障和軟實(shí)力提升,對(duì)眾多轉(zhuǎn)制類科研院所有著極強(qiáng)的現(xiàn)實(shí)意義,同時(shí)對(duì)于急需"調(diào)結(jié)構(gòu)、穩(wěn)增長(zhǎng)"以科技創(chuàng)新點(diǎn)燃發(fā)展引擎的中國企業(yè)有著普遍性參考價(jià)值,更是對(duì)相關(guān)人力資源理論的豐富和完善。愿本文能夠?yàn)槲覈焖僭鲩L(zhǎng)的經(jīng)濟(jì)發(fā)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.
【學(xué)位授予單位】：太原理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：G311

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