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MBA毕业论文_于数字人事的S税务局人力资源管理优化对策研究PDF

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推进新时代税收现代化建设,更好的发挥税收在国家治理中的基础性、支 柱性、保障性作用,离不开一支专业过硬、勇于创新、敢于拼搏、奋发有为、 充满活力的税务干部队伍。特别是2018年税务机构改革后,培养好、管理好、 使用好、发展好这支队伍,责任重大,任务艰巨。税务部门一直很重视队伍建 设工作,在管理方面多有创新,但是作为国家行政机关的一部分,受体制、观 念、习惯等多重因素制约,在实施效果方面不太理想。近年来,随着移动互联 网、云计算、大数据等新一轮信息技术的迅猛发展,社会正步入全新的信息化 时代,这也为税务部门现代化人力资源管理注入了新的内涵,在此基础上推出 了数字人事这一创新管理手段。数字人事作为干部综合管理机制,它涵盖了入 职、日常考评、组织绩效关联、培训、晋升、奖惩等各个方面,体系庞大,内 容众多,层级广泛,它的推行可以有效提升税务部门人力资源管理的整体水平。 笔者从2014年开始在税务部门专职从事绩效管理工作,从最开始的组织绩 效管理到个人绩效管理再到后来的数字人事,亲身参与了税务部门在人力资源 管理,特别是绩效管理方面的一步步探索和实践。本文就是立足于笔者自己的 工作实际,在学习到的现代人力资源管理理论的指导下,立足S税务局人力资 源管理现状,基于数字人事分析该局目前在传统人事管理方面存在的问题,以 及问题产生的原因,同时结合这一创新手段,开展其对人力资源管理优化的有 效性分析,最后从数字人事的先进理念引导、信息化改进、个人成长账户建设、 客观数据运用、智能化分析等角度,提出对该局人力资源管理体系优化的对策 建议。笔者选用数字人事作为人力资源管理体系优化的切入点,是因为虽然它 目前仅在税务部门推行,但它所蕴含的现代管理理念和采用的新信息化手段, 对整个行政机关干部管理体系的改革都有着很好的借鉴意义。 当下,乘着国家大数据战略东风,通过数字人事这一先进手段完善人力资 源管理正当其时。希望通过笔者的研究,可以对S税务局人力资源管理的优化 完善提供帮助,特别是在解决机构改革后干部队伍管理问题方面起到作用,着 力实现税务部门人才管理的高效化、智能化、精准化和决策科学化,助力新时 代高质量税收现代化建设。 关键词:税务部门;数字人事;人力资源管理优化 II Abstract In order to promote the modernization of Taxation in the new era and give full play to the fundamentality, pillar and supportabillity role of Taxation in national governance, we need a professional, innovative, hardworking, promising and dynamic tax cadre team. In particular, after the reform of the tax authorities in 2018, it is of great responsibility and arduous task to cultivate, manage, use and develop this team. The tax department has always attached great importance to the team building work, and there are many innovations in management. However, as a part of the state administrative organ, it is not ideal in the implementation effect due to multiple factors such as system, concept, habit and so on. In recent years, with the rapid development of mobile Internet, cloud computing, big data and other new round of information technology, the society is stepping into a new information age, which also injected new connotation into the modern human resource management of the tax department, on this basis, launched the innovative management means of digital personnel. As a cadre comprehensive management mechanism, digital personnel covers various aspects such as induction, daily evaluation, organizational performance correlation, training, promotion, reward and punishment, etc. It has a huge system, numerous contents and a wide range of levels. Its implementation can effectively improve the overall level of human resource management of tax departments. Since 2014, the author has been engaged in full-time performance management in the tax department. From the beginning of organizational performance management to personal performance management and then to digital personnel, the author has personally participated in the step-by-step exploration and practice of the tax department in human resource management, especially in performance management. This article is based on the authors own work practice, the study to the modern human resources management theory, under the guidance of S tax bureau of human resources management present situation, based on analysis of digital personnel bureau in the traditional personnel management problems, as well as the III causes of the problem, and combining with the innovation means to carry out the analysis on the effectiveness of the optimization of human resource management personnel from the final number of the advanced concept guide, informationization construction, improvement and personal growth account objective data, intelligent analysis point of view, put forward countermeasures and Suggestions of the bureau of human resources management system optimization.The author chooses digital personnel as the starting point of the optimization of human resource management system, because although it is only implemented in the tax department at present, the modern management concept and new information means it contains have a good reference for the reform of the entire administrative cadre management system. At present, it's time to take advantage of national big data strategy and improve digital personnel management. It is hoped that the research of the author can help the optimization and improvement of the human resource management of s Tax Bureau, especially in solving the problem of cadre team management after the institutional reform, and strive to realize the efficient, intelligent, precise and scientific decision-making of the talent management of tax department, so as to help the modernization of high-quality tax in the new era. Key Words:The tax department;Optimization of human resource;Digital personnel IV 目 录 第一章 绪论 .................................................. 1 第一节 研究的背景和意义 ................................................................................1 一 研究背景 ................................................................................................................. 1 二 研究意义 ................................................................................................................. 1 第二节 相关概念及理论 ....................................................................................2 一 人力资源管理概念 ................................................................................................. 2 二 行政机关人力资源管理的主要内容和特点 .......................................................... 4 三 数字人事的基本概念 ............................................................................................. 5 第三节 研究的内容和方法 ................................................................................6 一 研究内容 ................................................................................................................. 6 二 研究方法 ................................................................................................................. 6 三 研究的创新点 ......................................................................................................... 7 四 研究的思路框架 ..................................................................................................... 7 第二章 S税务局人力资源管理现状 .............................. 8 第一节 S税务局基本情况 .................................................................................8 一 机构设置情况 ......................................................................................................... 8 二 人员构成情况 ......................................................................................................... 8 第二节 S税务局现行的人力资源管理体系 .....................................................8 一 侧重年轻职工的人才管理规划 .............................................................................. 9 二 凡进必考的招录选拔机制.................................................................................... 10 三 相对完善的职工培训体系.................................................................................... 10 四 基本固定的薪酬福利制度.................................................................................... 11 五 较为创新的绩效管理模式.....................................................