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为适应市场竞争形势,省水电工程局转换经营机制,加快改革步伐,实行多劳多得,奖勤罚懒的激励机制;能上能下,能进能出的竞争机制;自我约束。自我监督的制约机制;自我积累。自我改造的发展机制,使今年目标任务顺利实施。这个局的各级机关,本着突出决策层,精干管理层,强化执行层的原则,简政放权,压缩人员,提高效率,充实加强第一线。他们还对生产单位全部实行工效挂钩分配办法,局只控制挂钩系数。各单位有权决定其他人员的分配政策。继续实行全员风险金和内部自愿集资制度。有条件的单位可以选点试行内部股分制,鼓励管理服务单位职工创办经济实体,在保证效益的前提下,他们的收入可高出机关人员平
In order to meet the market competition situation, the provincial Bureau of Hydropower Engineering changes the management mechanism, accelerates the pace of reform, implements the encouragement mechanism with more work and more reward, and better service; Restrictive mechanisms of self-supervision; self-accumulation. The development mechanism of self-transformation enabled the smooth implementation of the goals and tasks for this year. At all levels, the organs at all levels of this bureau, in the principle of giving prominence to the decision-making level, capable management and strengthening the executive level, have streamlined their power and reduced their staff to improve their efficiency and enhance the front line. They also implemented the ergonomic linkage allotment to production units, and the bureau only controlled the hooking coefficient. All units have the power to decide on the distribution policies of other personnel. Continue to implement full-risk fund and internal voluntary fund-raising system. The qualified units may choose to try out the internal shareholding system and encourage the employees in the management service units to set up economic entities. Under the precondition of ensuring the benefits, their incomes may be higher than those of the personnel