【作者】 张华；

【导师】 吕晓俊；

【作者基本信息】 上海交通大学 ， 公共管理（MPA）（专业学位）， 2015， 硕士

【副题名】以上海市某区国有企业为例

【摘要】 当前,我国的国有企业改革已经进入了“深水区”,一方面是要积极推进国有企业混合所有制和股权多元化改造,另外一方面是要不断探索国有企业在用人体制和机制上的改革。目前,我国国有企业基层员工和中层员工的招录基本都是市场化招聘行为,但是,国企高管人员的选任仍然以上级组织任命为主,以体制内人才为主,所以亟待进行改革。本论文在论述国内外关于国有企业高管人员选任研究现状的基础上,以委托代理理论、匹配理论作为理论基础,对上海市某区国有企业高管人员选任机制开展实证分析。在对该区国有企业高管人员管理情况、选任方式及人员来源进行简要描述后,重点阐述访谈分析和案例分析。在访谈分析部分,主要从国有企业高管人员选任方式和高管人员与岗位以及与国企匹配度这两方面进行具体分析。在案例分析部分,侧重分析了由国企委托代理理论所产生的高管市场招聘问题以及市场化高管和国企组织间匹配程度不高的问题。针对某区国有企业高管选任机制现状的研究分析,本论文具体论述了国有企业高管人员选任机制存在的问题,主要包括未形成国企高管人员选任的制度性规范、国企高管与职位之间以及与国企间匹配程度不高、国企高管选任成效不显现等问题。具体分析形成上述问题的原因,包括国企高管选任的不完全市场化、国企高管人员和公务员边界模糊、国企高管人员选拔的类机关化、国企高管人员选任工作机制没有形成闭环等方面原因。最后,本论文在分析当前国有企业高管人员选任机制的现状、问题及原因基础上,得出三点基本结论:一是国有企业高管人员选任机制已取得了一定突破;二是国有企业高管人员选任机制在一定程度上与国企未来发展不相适应;三是国有企业高管人员选任机制亟待改进和优化。并提出了四条对策建议:一是完善国企高管人员选任制度;二是优化国企高管人员选任方式;三是提高国企高管与岗位以及与企业组织间的匹配度;四是推进国企高管人员分类管理体制。更多还原

【Abstract】 At present,the reform of state-owned enterprises in our country has entered a key period.On the one hand the government actively promote mixed ownership and equity diversification reform of state-owned enterprises,on the other hand the government want to continuously explore the reform of state-owned enterprises in the system and mechanism of choosing and employing persons.At present,the recruitment of the grass-roots and the middle of employees is a market recruiting behavior in state-owned enterprises.However,the selection of senior executives in state-owned enterprises still is given priority to with higher organizations appointed,with system talent is given priority to,so need to reform.Argument in this paper the domestic and foreign research status about state-owned enterprise executives are selected on the basis of based on the theory of the principal-agent theory,matching theory,a district in Shanghai executive personnel selection mechanism of state-owned enterprises to carry out empirical analysis.After a brief description of the state-owned enterprise executives’ management and personnel source selection way,the emphasis is on the interview and case analysis.In interview analysis part,mainly from the way elected by the state-owned enterprise executives and the senior executives matching the post degree which are carried out specific analysis on these two aspects.In case analysis part,the paper focuses on the analysis of executive market recruitment’s problem which are produced by state-owned enterprises entrusted agency relationship and the situation which the market-oriented executives and the enterprises’ matching degree is not high.For district executive selection mechanism research and analysis on the present situation of state-owned enterprises,this paper discussed the problems existing in the state-owned enterprise executive personnel selection mechanism,mainly including Soe executives selected the operation of the subject is not clear,the subjectivity of soe executives selected way,the degree of matching between executives and posts and executives and state-owned enterprises is not high,state executive selection effect is not significant.Specific analysis the cause of these problems,includes lack of soe executives selected institutional norms,soe executives and fuzzy boundaries of public servants,similar state executive personnel selection method and the government,not forming a closed loop state executive personnel selection mechanism.Finally,this paper based on the analysis of the current executive personnel selection mechanism of state-owned enterprises on the basis of current situation,problems and reasons,forms three basic conclusions: one is the executive personnel selection mechanism of state-owned enterprises has made a breakthrough;executive personnel selection mechanism of state-owned enterprises to a certain extent does not adapt the future development;state-owned enterprise executives selection mechanism needs to be improved and optimized.This paper pust forward four countermeasures: the first is to improve the system of state executive personnel selection;the second to optimize the soe executives selected way;the third is to improve the matching degree of state executive and the position and between organizations;the fourth is to improve soe executives classification management system.更多还原