Job responsibility system

Principles

Thefollowingprinciplesmustbeemphasizedwhenimplementingthepositionresponsibilitysystem.

⑴Theprincipleofunificationoftalentsandpositions(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.