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切实转换内部经营机制改革开放20年来,电力企业的生产力发展迅速,但表现为企业内部生产关系的三项制度--干部人事制度、劳动用工制度、收入分配制度的改革深度不足。纵观国有企业改革的成功经验,无一例外地都在转换内部经营机制上找到了突破口,取得了显著成效。许继等集团公司改革干部人事劳动用工制度,实行末位淘汰制,二次合同制,正式工与临时工互为转换制,改革收入分配制度,实行职能工资和公司股份共有制等等,都为电力企业的改革作出
Effective transformation of internal management mechanisms Since the reform and opening up 20 years ago, the productivity of electric power companies has developed rapidly. However, the performance of the three systems of internal production relations in enterprises—the personnel personnel system, the labor employment system, and the income distribution system—have been insufficiently deepened. Looking at the successful experience of the reform of state-owned enterprises, without exception, they found a breakthrough in the conversion of internal management mechanisms and achieved remarkable results. Xu Ji and other group companies reformed the cadre personnel labor and employment system, implemented the last elimination system, the second contract system, the conversion system between regular and temporary workers, the reform of the income distribution system, the implementation of functional wages and the company share ownership system, etc. Made for the reform of power companies