發(fā)布時間：2018-01-01 18:16

  本文關(guān)鍵詞：促進西礦發(fā)展戰(zhàn)略實現(xiàn)的內(nèi)控、薪酬、績效三大體系再設(shè)計研究　出處：《電子科技大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 內(nèi)控管理 人事薪酬 績效考核 再設(shè)計 體系建設(shè) 研究

【摘要】：2007-2009年全球金融次貸危機期間,有色產(chǎn)業(yè)無可避免受到了嚴重的沖擊和影響。礦山企業(yè)也開始進入薄利時代,發(fā)展進入了高原期。西部礦業(yè)借助國家第二輪西部大開發(fā)機遇,積極探索區(qū)域化發(fā)展模式,通過新一輪的產(chǎn)業(yè)調(diào)整和布局優(yōu)化,實現(xiàn)產(chǎn)業(yè)集約效益,發(fā)展循環(huán)經(jīng)濟。定位企業(yè)發(fā)展方向與目標,大力開發(fā)人力資源,提升公司人才隊伍整體素質(zhì)。強化內(nèi)控控制管理,推動公司生產(chǎn)經(jīng)營持續(xù)、快速、健康發(fā)展,加大效果評估和績效考核力度。為促進企業(yè)發(fā)展上規(guī)模、上臺階、上水平,不斷提升企業(yè)綜合實力和核心競爭力,實現(xiàn)長遠的發(fā)展戰(zhàn)略目標,西部礦業(yè)公司按照相關(guān)行業(yè)規(guī)范管理及后續(xù)發(fā)展需要,深挖企業(yè)內(nèi)部問題,穩(wěn)固企業(yè)根基,先后對企業(yè)的內(nèi)部控制管理體系、人事薪酬體系、績效考核體系進行了重新定位再設(shè)計和建設(shè),取得了較好的預(yù)期效果。西部礦業(yè)自身是一個復(fù)雜的多板塊生產(chǎn)系統(tǒng),內(nèi)部環(huán)境復(fù)雜,傳統(tǒng)的國企管理和發(fā)展理念已經(jīng)無法適應(yīng)當前西部礦業(yè)的戰(zhàn)略發(fā)展要求,本文通過對以上三大體系建設(shè)分析和研究,希望可以為同行業(yè)提供參考借鑒和指導(dǎo)。
[Abstract]:During the global financial subprime mortgage crisis from 2007 to 2009, the non-ferrous industry inevitably suffered a serious impact and impact, and mining enterprises began to enter the era of profit. The development of the western mining industry has entered the plateau period. With the help of the opportunity of the second round of the national development of the western region, the western mining industry actively explores the regional development model and realizes the industrial intensive benefit through the new round of industrial adjustment and layout optimization. Developing circular economy, positioning the direction and goal of enterprise development, vigorously developing human resources, improving the overall quality of the company's talent team, strengthening internal control and control management, promoting the sustained, rapid and healthy development of the company's production and operation. In order to promote the development of enterprises on the scale, step up, up the level, constantly improve the comprehensive strength and core competitiveness of enterprises, achieve long-term development strategic objectives. In accordance with the standard management of related industries and the needs of subsequent development, the western mining companies dig deep into the internal problems of enterprises, stabilize the foundation of enterprises, successively control the internal management system of enterprises, personnel compensation system. The performance appraisal system has been redesigned and constructed, and achieved good expected results. The western mining industry itself is a complex multi-plate production system, and the internal environment is complex. The traditional concept of state-owned enterprise management and development has been unable to adapt to the current strategic development requirements of the western mining industry. Through the analysis and study of the above three systems, this paper hopes to provide reference and guidance for the same industry.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F426.1;F406.7;F272.92

【參考文獻】

相關(guān)期刊論文 前1條

1 張慶考;;ERP環(huán)境下的企業(yè)內(nèi)部控制建設(shè)[J];中國管理信息化;2010年10期

，

本文編號：1365648