本文選題：煙草 + 員工��； 參考：《西南財(cái)經(jīng)大學(xué)》2013年碩士論文

【摘要】：煙草行業(yè)多年來(lái)一直為國(guó)家創(chuàng)造著巨額利稅,是國(guó)民經(jīng)濟(jì)發(fā)展的重要支柱產(chǎn)業(yè)之一,更是各級(jí)地方政府尤其是煙葉產(chǎn)區(qū)地方政府的重要財(cái)政來(lái)源。2002年,國(guó)家開(kāi)始對(duì)煙草行業(yè)的工商企業(yè)實(shí)施分離管理,煙草商業(yè)企業(yè)主要承擔(dān)了煙草專(zhuān)賣(mài)行政管理、卷煙成品的物流與市場(chǎng)營(yíng)銷(xiāo)、煙葉的種植技術(shù)指導(dǎo)、生產(chǎn)管理、收購(gòu)、儲(chǔ)運(yùn)及銷(xiāo)售等工作。 內(nèi)江市煙草專(zhuān)賣(mài)局、四川省煙草公司內(nèi)江市公司成立于1983年11月,為兩塊牌子,一套人馬,政企合一的國(guó)有企業(yè)。主要負(fù)責(zé)全市卷煙、雪茄煙的調(diào)銷(xiāo)和卷煙市場(chǎng)管理；宣傳、貫徹、執(zhí)行《中華人民共和國(guó)煙草專(zhuān)賣(mài)法》及《煙草專(zhuān)賣(mài)法實(shí)施條例》,運(yùn)用法律、法規(guī)及行政手段對(duì)煙草行業(yè)和卷煙流通市場(chǎng)依法進(jìn)行監(jiān)督管理等。公司自組建以來(lái),在煙草專(zhuān)賣(mài)執(zhí)法方面先后制定了一系列制度和辦法,確保了專(zhuān)賣(mài)執(zhí)法的有效開(kāi)展；經(jīng)營(yíng)業(yè)務(wù)方面,努力打造現(xiàn)代物流,開(kāi)展現(xiàn)代營(yíng)銷(xiāo),業(yè)務(wù)水平年年登上新臺(tái)階；企業(yè)管理上,結(jié)合行業(yè)特點(diǎn),全面開(kāi)展ISO質(zhì)量管理體系,把企業(yè)精神文明建設(shè)納入績(jī)效考核內(nèi)容,實(shí)行目標(biāo)管理,全面推行機(jī)關(guān)效能建設(shè),提升工作效率。 本文包括五部分。 第一部分是緒論。介紹了國(guó)內(nèi)煙草行業(yè)的管理模式、產(chǎn)業(yè)分工,及內(nèi)江煙草的基本情況�！笆濉逼陂g,中國(guó)煙草行業(yè)的經(jīng)營(yíng)氛圍不斷發(fā)生著全新的、深刻的變化,煙草行業(yè)以“卷煙上水平”為中心,資源配置、組織結(jié)構(gòu)、體制機(jī)制、管理模式都將發(fā)生更深入的變革,內(nèi)江煙草要適應(yīng)這種變革就必須在員工的綜合評(píng)價(jià)方面做出一定的改革。而改革之前的調(diào)研工作,則充分發(fā)現(xiàn)了內(nèi)江煙草在員工考核、發(fā)展和激勵(lì)等方面存在著一系列的問(wèn)題。解決這些問(wèn)題所用到的各種理論和方法,就是本文研究的主要內(nèi)容。 第二部分是論文研究的員工評(píng)價(jià)方面的理論基礎(chǔ)。包括構(gòu)建員工綜合評(píng)價(jià)體系和激勵(lì)機(jī)制的現(xiàn)實(shí)意義和重要性,并通過(guò)對(duì)工作內(nèi)容、工作環(huán)境、企業(yè)文化、薪酬福利、人事制度、員工晉升等多種因素的分析,全面診斷了內(nèi)江煙草人力資源系統(tǒng)的實(shí)際情況,并得出內(nèi)江煙草需要改進(jìn)的主要問(wèn)題。 第三部分介紹了內(nèi)江煙草構(gòu)建員工綜合測(cè)評(píng)機(jī)制的各種基礎(chǔ)。主要描述了公司的重組整合情況,對(duì)比分析各類(lèi)員工的身份差異現(xiàn)象、人數(shù)構(gòu)成、崗位分布狀況以及該公司重組整合前后部門(mén)和崗位設(shè)置的差異與變化。為后文中對(duì)崗位級(jí)別、工資體系和收入分配方式的分析研究做了準(zhǔn)備工作。 第四部分詳細(xì)分析了如何構(gòu)建內(nèi)江煙草的員工綜合評(píng)價(jià)體系,首先必須建立以部門(mén)和個(gè)人關(guān)鍵績(jī)效為基礎(chǔ)的績(jī)效考核體系,同時(shí)還要建立以評(píng)價(jià)員工素質(zhì)為主的員工素質(zhì)測(cè)評(píng)方案,將績(jī)效考核與員工個(gè)人素質(zhì)測(cè)評(píng)相結(jié)合,作為員工綜合評(píng)價(jià)的方法。在確定了具體的評(píng)價(jià)方法和指標(biāo)后,還要明確評(píng)價(jià)的組織機(jī)構(gòu)、考評(píng)原則、評(píng)分結(jié)果的分類(lèi)和分級(jí),并做好員工對(duì)考評(píng)結(jié)果申訴的準(zhǔn)備 第五部分是對(duì)內(nèi)江煙草員工綜合評(píng)價(jià)機(jī)制的結(jié)果應(yīng)用分析。內(nèi)江煙草的員工綜合評(píng)價(jià)體系的建立,在充分的調(diào)研與數(shù)據(jù)分析基礎(chǔ)上進(jìn)行的。員工的發(fā)展就需要通過(guò)運(yùn)用綜合評(píng)價(jià)的結(jié)果,以排名為依據(jù),作為他們晉升非領(lǐng)導(dǎo)職務(wù)的重要參考。 本篇論文是帶有一定操作性的畢業(yè)論文,有積極的實(shí)際價(jià)值,內(nèi)江煙草員工綜合評(píng)價(jià)機(jī)制結(jié)合了績(jī)效考核和員工綜合素質(zhì)的評(píng)定,將過(guò)去的僅僅以工作結(jié)果為導(dǎo)向的績(jī)效考核,轉(zhuǎn)變?yōu)橐栽u(píng)價(jià)員工的綜合業(yè)務(wù)水平和個(gè)人素質(zhì)的方式。這種綜合評(píng)價(jià)的結(jié)果,能夠更好地發(fā)現(xiàn)和展現(xiàn)各崗位上的優(yōu)秀人才,為他們提供更良好的發(fā)展空間和發(fā)展機(jī)會(huì)。
[Abstract]:The tobacco industry has created a huge tax profit for the country for many years. It is one of the important pillar industries in the development of the national economy. It is also an important financial source of local governments at all levels, especially the local government of tobacco producing areas in.2002. The state began to implement the separation and management of the industrial and commercial enterprises of the tobacco industry, and the tobacco business enterprises mainly bear the tobacco special. Sales administration, tobacco products logistics and marketing, tobacco planting technical guidance, production management, acquisition, storage, transportation and sales.
Neijiang Tobacco Monopoly Bureau, Sichuan Province tobacco companies Neijiang city company was established in November 1983, for two brands, a set of people, government enterprises together with the state-owned enterprises. The main responsibility for the city cigarettes, cigar tobacco marketing and cigarette market management; publicity, implementation, implementation of the "People's Republic of China tobacco monopoly Law > and the tobacco monopoly Law Enforcement Regulations >, Using laws, regulations and administrative means to supervise and manage the tobacco industry and the cigarette circulation market according to law. Since the establishment of the company, the company has established a series of systems and methods in the field of tobacco monopoly law enforcement, which ensures the effective implementation of the monopoly law enforcement, and makes efforts to create modern logistics, carry out modern marketing and business water. The enterprise management, combining with the characteristics of the industry, carries out the ISO quality management system in an all-round way, integrates the construction of the enterprise spiritual civilization into the performance assessment content, implements the goal management, comprehensively implements the agency efficiency construction, and improves the work efficiency.
This article includes five parts.
The first part is the introduction. It introduces the management mode of the domestic tobacco industry, the industrial division of labor, and the basic situation of Neijiang tobacco. During the "12th Five-Year", the operating atmosphere of the tobacco industry in China was constantly undergoing new and profound changes. The tobacco industry centered on "the level of cigarettes", the allocation of resources, the organization structure, the system mechanism, the management model. In order to adapt to this change, Neijiang tobacco will have to make a certain reform in the comprehensive evaluation of the staff, and the research work before the reform has fully found a series of problems in the assessment, development and incentive of the employees in Neijiang tobacco. And method is the main content of this article.
The second part is the theoretical basis of employee evaluation in the paper, including the practical significance and importance of building a comprehensive staff evaluation system and incentive mechanism, and through the analysis of various factors, such as work content, work environment, enterprise culture, salary and welfare, personnel system, staff promotion, and so on, the Neijiang tobacco human resources department is completely diagnosed. The main problems of Neijiang tobacco need to be improved.
The third part introduces the various foundations of the comprehensive evaluation mechanism of Neijiang tobacco construction staff. It mainly describes the reorganization and integration of the company, compares and analyzes the identity difference, the composition of the number, the position distribution and the difference and change of the Department and post setting before and after the reorganization and integration of the company. The preparatory work has been made in the analysis and research of the wage system and the way of income distribution.
The fourth part analyzes in detail how to build a comprehensive evaluation system for Neijiang tobacco employees. First, we must establish a performance appraisal system based on the key performance of departments and individuals. At the same time, we should establish the evaluation scheme of staff quality mainly to evaluate the quality of employees, and combine the performance assessment with the individual quality evaluation of employees as an employee comprehensive evaluation. After determining the specific evaluation methods and indicators, it is necessary to make clear the organization of the evaluation, the principle of evaluation, the classification and classification of the results, and the preparation of the staff's preparation for the results of the evaluation.
The fifth part is the application and analysis of the results of the comprehensive evaluation mechanism of Neijiang tobacco employees. The establishment of the comprehensive evaluation system for Neijiang tobacco employees is based on the full investigation and data analysis. The development of the staff needs the results of the comprehensive evaluation and the basis of the ranking as the basis for their promotion of non leadership positions. Exam.
This paper is an operational graduation thesis with positive practical value. The comprehensive evaluation mechanism of Neijiang tobacco employees combines performance assessment and staff comprehensive quality assessment, and the past performance assessment, which is only result oriented, is transformed into a way to evaluate the staff's comprehensive business level and personal quality. The results of comprehensive evaluation can better identify and display outstanding talents in each post, and provide them with better development space and development opportunities.
【學(xué)位授予單位】：西南財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F426.8;F272.92

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本文編號(hào)：1920029