“五定”助力打造“油公司”模式——中国石油新疆油田公司人事管理创新实践  

The implementation of “Five Control” for the goal of building a modern oil company——The innovative practice of human resource management in Petro China Xinjiang Oilfield Company

作　　者：邬瑛 王正才[1] 张智勇[1] 邱敏[1] 樊震[1] 孙鹏[1] 

机构地区：[1]中国石油新疆油田分公司

出　　处：《国际石油经济》2017年第10期82-88,共7页International Petroleum Economics

摘　　要：为激发严峻经营形势下的发展活力和创效能力,提高整体管理效率,优化改善队伍结构,新疆油田公司从2016年开始实施"定责、定编、定岗、定员、定上岗规范"的"五定"工作。主要做法包括:加强顶层设计,明确目标任务;剥离主副业务,实现"瘦身健体";主线支线分解,优化职能配置;压缩管理层级,精简组织机构;一体化、复合化,科学设置岗位;理论结合实际,提高定员水平;畅通"五定"后路,改善队伍结构。"五定"工作实施后,新疆油田公司职能界面更加清晰,责权利明确;机构人员大幅压缩,编制体系精干高效;机构管理费用降低,人工成本全面压缩。From 2016, Petro China Xinjiang Oilfield Company began to carry out the ＂Five Control＂ work in order to stimulate the development and benefit-making, improve the overall management efficiency and optimize the team structure under the severe operating situation. These work includes clarifying responsibilities, determining the personnel, defining the job position, identifying human resources and setting rules, which embodies in enhancing top-level design to clarify target tasks; peeling off main side business to achieve the company’s fitness; optimize the functional allocation; compressing management hierarchy and streamlining authorized size; setting job positions scientifically; integrating theory with practice to improve the team structure. After the implementation of the ＂Five Control＂, Xinjiang Oilfield Company operates with the clearer responsibilities, the efficient teams, and the low management fees ＆ labor cost.

关 键 词：管理创新 机构改革 优化职能 精简编制 

分 类 号：F272.92[经济管理—企业管理] F426.22[经济管理—国民经济]