改革“劳动、人事、工资”制度已成为企业的热门话题,也是企业转换经营机制的关键性措施。企业的厂长(经理)们应认真抓好这一深化企业改革的有力措施,实实在在搞好这一改革,同时一定要谨防“三改”工作中的形式主义。 (一)“三改”中形式主义的主要表现 一日“合并机构,改换牌子,谓之精简机构”。如把原来的组织科、干部科、劳资科等合在一起称“人事科”,三个科室变成一个;把财务科、审计科合在一起称“财务审计科”,两个科室变成一个;把生产、计划、技术等合在一起称“生计科(或生技科)。”如果真正简了机构精了兵,那是对的。但往往只是把原来的几个部门合在一起,原班人马不 The reform of the “labor, personnel, and wages” system has become a hot topic for companies and a key measure for enterprises to change their operating mechanisms. The directors (managers) of the enterprises should conscientiously grasp this powerful measure to deepen the reform of the enterprise, and really do a good job of this reform. At the same time, they must guard against the formalism in the “three changes” work. (1) The main manifestations of formalism in the “three reforms” One day “merger institutions, changing brand names, calling it a streamlined organization.” For example, the original organization department, cadre department, and labor and management unit together called the “personnel department” and the three divisions become one; the finance and auditing divisions together call the “financial auditing section,” and the two departments become One: Combine production, planning, and technology together and call it the “living-living-section (or biotechnology).” If it is really simple and the organization is fine, then it is right. But often only the original departments are brought together.