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基于研究工作的特殊性(技术性强、研究人员相对封闭、项目类型、规模不一、周期不固定、工作相对难以量化等),研究机构及人员绩效评价有一定的难度,采取何种考核和激励手段,才能真正发挥导向作用,更大程度地激发研究人员的积极性、主动性和创造性,一直是值得深入研究的课题。本文介绍了作者及其团队在部门及员工考核、收入分配方式、分配结构上所采取的一些新举措和取得的一些突破,取得了较好的效果,打破了大锅饭,鼓舞了员工士气,起到了奖勤罚懒的导向作用。
Based on the particularity of the research work (strong technical ability, relatively closed researchers, different types of projects, different scales, uncertain periods and relatively hard work to quantify), it is difficult to evaluate the performance of research institutions and personnel. What kind of assessment and motivation should be adopted? Means can we really play a guiding role. To stimulate the enthusiasm, initiative and creativity of researchers to a greater extent has always been a topic that deserves further study. This article introduces some new measures and breakthroughs made by the author and his team in departmental and employee assessment, income distribution and distribution structure, achieved good results, broke the big pot and encouraged the staff morale, played a Prize diligence lazy guiding role.