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目前,处于第一轮承包终结和第二轮承包开始的交替阶段,认真总结第一轮承包的经验教训,并采取相应的措施抑制企业的短期行为,建立健全企业外部的监督体系和企业内部的自我约束机制已迫在眉睫。笔者建议采取以下几种措施: 1.适当延长承包期限。承包期不搞“一刀切”,一般应以五年为宜,可视企业经营者的具体情况而定。如果是连续承包,经营者又具备国家规定的厂长(经理)条件,具有较高的政治素质和经营管理水平,承包期可以延长为5～8年。如果是新的承包经营者,未在企业领导岗位上经受过锻炼,需要在实际工作中进一步考察的,承包期应确定为三年左右。 2.切实进行资产评估,核实企业资财,为评定第一轮承包经营者的业绩和制定下一轮承包的标的奠
At present, at the turn of the first round of contracting and the second round of contracting, we earnestly sum up the experiences and lessons learned from the first round of contracting and take appropriate measures to curb the short-term behavior of enterprises and establish and improve the external monitoring system and internal Self-restraint mechanism is imminent. The author suggests the following measures: 1. Appropriate extension of the contract period. The contract period does not engage in “one size fits all”, generally should be five years is appropriate, depending on the specific circumstances of business operators may be. If it is a continuous contract, the operator has the factory director (manager) conditions stipulated by the state, with high political quality and management level, and the contract period can be extended to 5 to 8 years. If the new contractor does not exercise the leadership position in the enterprise and needs further investigation in practical work, the contract period should be set at about three years. 2. Effective assessment of assets, verification of corporate assets, to assess the performance of the first round of contractors and to develop the next round of contracting