Job responsibility system
Principles
Thefollowingprinciplesmustbeemphasizedwhenimplementingthepositionresponsibilitysystem.
â‘´Theprincipleofunificationoftalentsandpositions(thedegreeofmatchingofpersonnelandpositions)
Itistoassignsuitablepositionsaccordingtothedifferenttalentsandspecialtiesofenterprisepersonnel.Anenterpriseiscomposedofseveralpersonnelanddifferentpositions,andtheindividualqualificationsofeachmemberaresometimesverydifferent.Thisrequiresfullconsiderationofvariousfactors.Inactualworkneeds,adjustpersonnel,assigntalentswithacertainamount,maximizestrengthsandavoidweaknesses,sothatpeoplecanmakethebestuseoftheirtalents.Maketheworkineachpositionfruitful.
⑵Theprincipleofunifyingresponsibilitiesandrights
Thefouritemsofduties,responsibilities,powers,andbenefitsareindispensablefactorsforeveryjobposition.Whentheresponsibilityistotheperson,thepowermustbePeople,andmakeitcloselyrelatedtoactualinterests,embodyingtheprincipleofdistribution.Responsibilitywithoutpowermakesitdifficulttoachieveworkresults;powerwithoutresponsibilitywillleadtoabuseofpower.Therefore,toestablishajobresponsibilitysystem,eachmemberoftheenterprisemusthaveclearpositions,powersandcorrespondingbenefits.
3Theprincipleofconsistencybetweenassessmentandrewardsandpunishments
Theestablishmentofthepostresponsibilitysystemprovidesthebasicbasisfortheassessmentofemployees,andtheassessmentmustbeusedasthebasicbasisforrewardsandpunishments,sothatthetwoThosewhoareconsistentwitheachother,basedonmeritsanddeeds,accordingtopunishment,thepostresponsibilitysystemcanplaytheroleofencouragingadvanced,motivatingbackward,andimprovingworkefficiency.Thiskindofjobresponsibilitysystemcanreallywork.
Implementation
Amanagementsystemthatclearlystipulatesthefunctionsandresponsibilitiesofvariousjobsandstrictlyenforcesthem.Itrequiresclarificationoftheworkcontent,quantity,andqualityofvariouspositions,aswellastheresponsibilitiesthatshouldbeundertaken,toensurethatvariousbusinessactivitiescanbecarriedoutinanorderlymanner.Therearethepostresponsibilitysystemforleadingcadres,thepostresponsibilitysystemfortechnicalpersonnel,thepostresponsibilitysystemformanagementpersonnel,andthepostresponsibilitysystemforworkers.
1.Inordertoimprovemanagementefficiencyandenhancetheintegrityofpublicadministrationandpublicservices,adheretoadministrationaccordingtolaw,establishandimprovethepostresponsibilitysystem,standardizeworkbehaviorandworkingprocedures,andgivefullplaytothebasicfunctionsofagencies(units)Andoperationalfunctionstoformulatethissystem.
2.Toimplementthepostresponsibilitysystem,wemustadheretotheprinciplesofsettingpostsbasedonthings,commensurateresponsibilities,consistentresponsibilities,clearresponsibilities,cleartasks,clearrequirements,andeasyevaluation.
3.Themaincontentoftheimplementationofthepostresponsibilitysystemistheoverallresponsibilityoftheagency(unit),thecontent,quantity,quality,andcompletionprocedures,standardsandtimelimitsoftheworkundertakenbyeachsectionandpost.Thepowersandresponsibilitiesshallbeclearlystipulated.
(1)Theoverallfunctionsoftheagency(unit);
(2)Themainresponsibilitiesofinternaldepartments;
(3)ThesettingofspecificpostsAndtheirresponsibilities;
(4)Personsresponsibleforspecificpositions.
Four.Theimplementationofthepostresponsibilitysystemmustbecombinedwiththeworkresponsibilitysystem.Putthejobresponsibilityintothespecificjobtargetresponsibility,andensurethepracticalimplementationofthejobresponsibilitysystem.
5.Postresponsibilitiesmustbepublicizedinaccordancewithregulations,andconsciouslyacceptthesupervisionofthepeople.
6.Theimplementationofthepostresponsibilitysystemshouldbeincludedinthecontentoftheeffectivenessevaluation,andtheawarenessofdepartmentandpostresponsibilityshouldbecontinuouslystrengthened,andtheconsciousnessofadministrationaccordingtolawshouldbeimproved.
Problemcountermeasures
Inourcountry,mostenterpriseshaveimplementedthejobresponsibilitysystem.Inmanycompanies,youcanfindathickmanualofjobresponsibilities.Themanualcontainsthefunctionsofeachdepartmentofthecompanyandthejobresponsibilitiesofeachposition.Themanualisverymeticulousandsystematic.
Theimplementationofthejobresponsibilitysystemshouldbeanimprovementinmanagementforthecompany,butinreality,inmostcompanies,thejobresponsibilitymanualisjustasetofformaldocumentsandhasnotbeenobtained.Seriouslyimplementit.Nooneregulatestheirworkaccordingtothecontentofthejobresponsibilities,letalonetherealbasisforperformanceappraisal.
Therootcauseoftheproblem
Eachcompanyhasdifferentreasonsfortheseproblems.Insummary,thefollowingrootcausescanbesummarized;
1.Nojobanalysis
SomecompanieshaveneverconductedJobanalysis,thecontentinthejobresponsibilitymanualistheoriginalcopyofthejobresponsibilitycontentofothercompanies,somemaybemodified,butmostofthesemodificationsareadjustedbasedonthesubjectivewishesofmanagers.Thishastyapproachwillcertainlynotleadtojobresponsibilitiesthatareinlinewiththeactualsituationofthecompany.
2.Thejobanalysishasnotbeenupdated
Somecompanieshavealsodonejobanalysis,but"adraftisfixedforlife",Thecompanydidnotre-analyzethejobaccordingtothechangesofthecompany,andrevisedthecontentofjobresponsibilities,causingthecontentofjobresponsibilitiestobeinconsistentwithactualwork.Ofcoursejobresponsibilitieswillnotplayitsrole.
3.Lackofseriousworkattitude
Whensomecompaniesconductjobanalysis,theymaybefullofenthusiasmatfirst,butDuetothecumbersomeworkandthelargeamountofduties,Igraduallylostaseriousattitudetowardsjobanalysis.Inthisway,thejobanalysisjobbecomesformalized,andthereisnoinformationthattrulyreflectsthejobcontent,resultinginajobdescriptionthatdoesnotmeettheactualjobqualificationrequirements.
4.Lackofcertainskillsandexperience
Jobanalysisisnotasimpletransactionaljob,itrequiresJobanalystshavecertainprofessionalqualitiesandprofessionalbackgrounds.Itisnotjustworkenthusiasmthatcandowell.ThequalityofthecurrentjobresponsibilitiesandresponsibilitiesofChinesecompaniesisnotveryhigh.Forexample,somejobresponsibilitiesonlyhavejobcontent,butnojobresponsibilities.
5.Lackoftheuseofjobqualificationrequirements
Thejobresponsibilitiesonlyincludethecontentinthejobdescription.Anotherimportantcontentofjobanalysisisthatjobqualificationrequirementsarenotreflected,letaloneused.Ifthepersonnelinthepositiondonothavethequalificationsfortheposition,itisconceivablethatnomatterhowprecisethejobresponsibilities,nomatterhowgoodthemanagementsystemis,itismeaningless.
Thelackofeffectiveuseofjobqualificationrequirementsisaverycommonproblem.
Specificcountermeasures
1.Conscientiouslyconductjobanalysis
Companiesthathavenotconductedjobanalysisshouldconductjobanalysiscarefullyandcarefullytoobtaininformationandresultsdocumentsthataretrulyusefultothecompany.Themethodselectionandstepsofjobanalysismustbeselectedaccordingtotheactualsituationoftheenterprise.Jobanalystsshouldalsohaveadeeperunderstandingofjobanalysis.Maketheresultsofjobanalysisreallyusefultotheenterprise.
2.Modifyintime
Whenthecompanyinvolveschangesinjob-relatedinformation,performrelateddutiesAnalyzeandre-modifythechangedcontent.Makethejobresponsibilitiesadapttotheneedsoftheenterprise'shumanresourcemanagementatanytime,andmakethejobresponsibilitysystembeabletobeimplementedconscientiously.Itisbesttoestablishajobresponsibilitiesreviewsystem,everyquarteroreverysixmonths,sortoutallthejobresponsibilitiesthatareinuse,andfindanddealwithproblemsinatimelymanner.
3.Unifyduties,powers,responsibilities,andbenefits
AcommonprobleminthejobresponsibilitiesofmostcompaniesisThefunctions,powers,responsibilities,andbenefitsoftheposthavenotbeeneffectivelyunified.Jobisthecontentofthejob,poweristherighttobeenjoyedinordertocompletethework,responsibilityistheresponsibilitythatshouldbeassumedinthejob,andprofitistheincomethatshouldbeobtainedfromthecompletionofthework.Theunificationofduties,powers,responsibilities,andbenefitsistounifythejobcontentofthepostwiththerightsandresponsibilitiesofthepostandthebenefitsoftheemployees.Wherethereisajob,therearecorrespondingpowersandresponsibilities,andthequalityofthejobislinkedtorewardsandpunishments.
4.ConducthumanresourcesTakinginventory
HumanresourcesInventoryreferstoathoroughinvestigationofallemployeesinthecompany,andaclearunderstandingofthevariousqualitiesandabilitiesoftheemployees.Accordingtotheresultsofthehumanresourcesinventory,refertothejobqualificationrequirementsdocument,transferemployeeswhodonotmeetthequalificationrequirementsforthejob,orconductjobtraining.Intheend,everyemployeeofthecompanycanbecompetentforhisjob.
Implementation
Thebestwaytoeliminateinefficiencyinmanagement,ridicule,andvacuumofresponsibilityistodivideallresponsibilitiesintopositionsatonce.Thisisalsothebestchoicetoachieve"everyonehasthingstodoandeverythingisincharge".Thetraditionalmanagementmethodofassigningresponsibilitiestothedepartmentfirst,andthenassigningortemporarilyarrangingbytheheadofthedepartmentmustbediscarded.Thetraditionalmanagementthinkingmustbechanged!
Ofcourse,itisverydifficultforaconsiderablenumberofChinesetochangethisview.BecauseChinaisanationthathasbeendeeplyinfluencedbyfarmingculture,thefarmingcultureandfarmingmethodsaredeeplyimprintedinthenervesandbonesoftheChinesepeople.Irememberthatbeforethereformandopeningup,whenIwasstillinmiddleschoolandparticipatedintheproductionteamduringthewinterandsummervacations,thetraditionalwayofdispatchingworkersstillclearlyremainedinmymemory.Themembersdidn'tknowwhattheyweregoingtodotodaybeforetheywenttowork.Onlyaftertheygatheredandwaitedfortheteamleadertodispatchworkersdidtheyknowtheirworkarrangementsfortheday.Sincethemembersdidnotknowtheproductiontasksofthedayinadvance,theycouldnotmakeanyworkpreparations,andthelowworkefficiencywasreasonable.
Re-implementation
Thekeytotheconstructionofthepostresponsibilitysystemliesintheimplementationofresponsibilities,theunificationofresponsibilitiesandrights,andtheimprovementofexecution.Measures,thinkandthinkaboutideas,andimplementthem.
Usetruth-seekingandpragmaticguidancetoimplement.Throughthe"threeinplace",comprehensivelypromotetheconstructionofthepostresponsibilitysystem.Thefirstistoputtheresponsibilitiesinplace,compilethe"CompilationofKnowledgeforEachPost",formulatethedailyworkflowofeachpost,andsigntheannualtargetassessmentresponsibilityletterfromthecompanyagencytothebasicwarehousestationlevelbylevel,formingaverticaltothebottomandhorizontaltotheside.Responsibilitychain;thesecondistocarryoutpostinspectionactivitiesinplace.Givefullplaytotheimportantroleofpostinspectionworktoconsolidatebasicworkatthegrassrootslevelandbuildalong-termdevelopmentmechanismfortheenterprise.Combiningcentralwork,postinspectionisintegratedintoproduction,serviceoperation,andthroughouttheentireprocessofbusinessmanagement.Peoplehavespecialresponsibilities,workstandards,andworkinspections;thethirdistosupervisetheimplementationofrectification.Deeplydigintotherootcauseoftheproblem,clearlydefineresponsibilities,andresolutelyputanendtothephenomenonof"asurprisebeforetheinspection,amomentoftensionduringtheinspection,andrapidrestorationaftertheinspection",useirondisciplineandironwristtostrictlysupervisetherectificationoftheproblem,anduseirondeterminationtoeliminateorReducetheoccurrenceofproblemsandrealizethe"spiralrise"ofmanagementlevel.
Usepublicitytomobilizetoensureimplementation.Throughcontinuousandin-depthpublicityactivitiessuchasopeningcolumns,preparingbriefings,andmakingpublicitycolumns,weguideallcadresandemployeestoclearlydistinguishthedifferencebetween"postinspection"and"postconstruction",abandonutilitarianthinking,workhardintheconstructionofthepostresponsibilitysystem,andworkinpeacetime.Workhardandworkhardontheproductionandoperationofserviceenterprises;throughtheextensivedevelopmentofthethemeeducationactivitiesof"Iamresponsibleformyposition,andyoucanrestassuredinmyposition",strengthenthesenseofresponsibilityofcadresandemployees,effectivelyenhancetheirsenseofresponsibilityandmission,andguidethemDoasolidjoboftheirownwork;organizeemployeeforums,managementpersonnelforums,depotresponsiblepersonsforumsandotherpostresponsibilitysystemconstructionforumsatalllevelsbycontinuingtocarryoutthe"recommendationcollectionforjobinspectionworkrationalization"activitiestoinspireallemployeestoparticipateincorporatemanagementbasedontheirowndutiesTheenthusiasmofthecompanygraduallymakesthepostinspectionanorganicpartofthecorporateculture.
Useaplatformtopromoteimplementation.Innovatethe"training-examination"assessmentmethod,introduceacompetitionmechanism,organizeandcarryoutbusinessbasicknowledge,gasstationmanagerskills,accountbookevaluation,non-oilsalesexperts,gasexperts,cashierskillsandothercompetitionactivitiesaroundtheproductionandoperationofthecompany.Allpositionsinthelibrarystationareincludedintheparticipatingteams,andvariousbusinessskillsareincludedinthecontentofthecompetition.Adheretotheprincipleofuninterruptedlong-termcompetitions,innovativecontentofactivities,andconductcompetitionsinatimely,appropriate,andappropriatemanner.Thewinnerswillbegivenmaterialandspiritualdoublerewards,andatthesametime,make-upexaminationproceduresareadded.Competitorswhohavefallenbehindinthecompetitionwillbeurgedtolearnthroughmandatorymake-upexaminations,andappropriatepunishmentswillbegiventothosewhofailtopassthemake-upexaminations,soastobuildabroadplatformforimprovingemployees’jobskillsandstrengtheningtheirsenseofresponsibility..
Usetree-selectionmodelstostrengthenimplementation.Indailywork,payattentiontodiscovering,training,summarizing,typicalexperience,workhighlights,usingtypicaltoguidework,usingtypicaltopromotework,andatthesametime,throughpractice,continuetoimproveanddeepentypicalexperiencetoenhanceitspertinence,operabilityandguidance;inthelibraryRepresentativetreeselectionactivitiesarecarriedoutatthestationleveltoselectteamsandindividualswithstrongpositionawareness,strongperformanceability,excellentworkperformance,andgoodevaluationbythepublic,andexcavatethetypicalemployeesaroundemployees.Atthebeginningofthework,theconditions,proceduresandmethodsforselectionwereannounced,sothatgrassrootsemployeescouldgetclosertotheadvancedlevelandcompeteforbenchmarking;makefulluseofdeedspresentations,reportmeetings,symposiums,etc."Model,BeaModel"activities,in-depthimplementationofbenchmarkingmanagement,sothatemployeesaremotivated,haveadirectionforlearning,andhaveagoal.
System
AsthemostcompetitivecompanyinmainlandChina,foreign-fundedcompaniesarealsothefirstcompaniestoclarifytheresponsibilitiesoftheiremployees.Theyusuallybuildtheemployee'sjobresponsibilitysystemfromthefollowingaspects:
1.Clearandeffectivejobdescription;
2.Completepositionresponsibilities;
three.Systematicstaffabilitydevelopmentsystem;
4.Effectiveandtimelyemployeeincentiveplan;
5.Clearjobcostbudget;
6.Accuratejobevaluationsystem.
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