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1991年4月,我公司调整后的公司领导在深化企业内部改革、转换经营机制中压缩外包工队伍,发挥企业职工的主体作用,取得了较好的效果。具体做法和体会如下。一、吸取大量使用外包工队伍给企业带来负作用的教训,加强管理,实行经济承包责任制,将外包工队伍由4000人减少到600人。公司自1988年组建开始,始终存在着固定工不足,各工种互不配套,为赶工期,1991年前曾大量使用外包工队,结果,给企业造成:1.人工费大量外流,职工收入降低,挫伤了企业职工的积极性。
In April 1991, the company’s adjusted company leaders reduced the number of outsourced workforces in the process of deepening the internal reform of enterprises and transforming the operating mechanism, and played the main role of the company’s employees, and achieved good results. Specific practices and experiences are as follows. First, it has learned a lot of lessons learned from the use of outsourced work teams that have negative effects on enterprises, strengthened management, implemented an economic contract responsibility system, and reduced the number of outsourced work teams from 4,000 to 600 people. Since the establishment of the company in 1988, there has been a shortage of fixed workers, and each type of work has not matched each other. In order to meet deadlines, a large number of outsourcing teams were used before 1991. As a result, they caused: 1. A large outflow of labor costs and reduced staff income. , dampened the enthusiasm of the company’s employees.