重庆理工大学
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日期：2022年 6月9日
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日期： 2022年 6月9日
日期： 2022年 6月9日

摘
要
摘要
国有企业作为我国经济的顶梁柱，承担着引领新时代经济发展的重任。以“劳动、
人事、分配制度”为核心的“三项制度改革”是推进国有企业改革的重要措施。在《国
企改革三年行动方案》等措施大力实施下，多数国有企业成功建立了“管理人员能上
能下、员工能进能出、收入能增能减”的管理机制，基本实现了“去行政化、契约化
和市场化”改革。然而，也要看到，仍有部分国有企业在人事管理制度改革方面完成
决心不强、力度不够，未能完成“三项制度改革”任务。基于此，选取C公司为国有
企业中的典型案例，明确其在深化三项制度改革背景下，人事管理制度改革现状及存
在的问题，并提出相应的对策建议，对于国有企业全面实现三项制度改革的相关目标，
具有十分重要的意义。
研究发现，在深化三项制度改革的背景下，C公司在人事管理制度改革方面已经
采取了实施经济性裁员、精简机构设置及优化组织机构、深化人事改革及规范劳动用
工、深化绩效管理及改革分配制度等措施，取得了一定成效。但是，结合深化三项制
度改革的要求，C公司还存在着人事管理制度改革与劳动和分配改革错位、组织人事
管理过于行政化、现代化组织结构缺失战略性、劳动用工机制尚未市场化、分配制度
改革滞后、公平公正效率尚未实现等问题。据此，本文从六个方面提出了相应对策，
包括做好人事管理制度改革与劳动改革、分配改革的协同管理，建立市场化的人事管
理及劳动用工机制，推进公司组织构架及业务的战略化和市场化，加强考核并建立合
理的激励和员工稳定机制，强化社会监督并健全企业信息公开制度，建立人事管理制
度改革的政策保障体系。以期通过本文研究，强化C公司人事管理制度改革与深化三
项制度改革精神的契合度，提升C公司管理效能。
关键词：三项制度改革人事管理制度改革国有企业
I

Abstract
Abstract
As the pillar of China's economy, state-owned enterprises undertake the important
task of leading the economic development of the new era.The "three system reform" with
"labor, personnel and distribution system" as the core is an important measure to promote
the reform of state-owned enterprises.Most state-owned enterprises have successfully
established a management mechanism of "managers can go up and down, employees can
go in and out, income can increase and decrease", and basically realized the reform of
"de-administration, contracting and marketization" with the vigorous implementation of
the three-year action plan for the reform of state-owned enterprises and other
measures.However, it should also be noted that some state-owned enterprises still have
weak determination and insufficient strength in the reform of the personnel system, and fail
to complete the task of "three system reforms".Based on this, this paper selects company C
as a typical case of state-owned enterprises, defines the current situation and existing
problems of personnel system reform under the background of deepening the three system
reforms of company C , and puts forward corresponding countermeasures and suggestions,
which is of great significance for state-owned enterprises to fully realize the relevant
objectives of the three system reforms.
The study found that company C has taken measures in terms of personnel system
reform under the background of deepening the three system reforms, such as implementing
economic layoffs, streamlining institutional setup and optimizing organizational structure,
deepening personnel reform and standardizing labor employment, deepening performance
management and reforming the distribution system, and achieved certain results.However,
company C still has some problems compared with the requirements of deepening the three
system reforms, such as the dislocation between the personnel system reform and the labor
and distribution reform, the excessive administrative organization and personnel
management, the lack of strategic modern organizational structure, the marketization of
labor and employment mechanism, the lag of distribution system reform, and the
realization of fairness, justice and efficiency.Accordingly, this paper puts forward
countermeasures and suggestions from many aspects, including doing a good job in the
coordinated management of personnel management system reform, labor reform and
distribution reform, establishing a market-oriented personnel management and labor
III
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