Abstract: At present, employees in scientific research units are very active in their thinking, and there are many contradictory problems that cannot be ignored and need to be solved urgently, and active guidance and education are needed. The article combines the case study of Lanzhou Chemical Research Center's employees' ideological trends, analyzes the current mainstream ideological situation of employees, explores the hot spots and common tendencies in employees' thinking, and puts forward positive countermeasures and suggestions.
Keywords: Dynamic ideological management of scientific research units
CLC classification number: C931
Document identification code: A
Article number ：1004-4914 (2012) 09-215-02
The heart of employees is the root of the enterprise. With the implementation of the "people-oriented" management model and the implementation of the strategy of "striving for first-class, creating brand, and making a difference", timely grasping and analyzing the ideological trends of employees has become the "respect for people" of the Lanzhou Chemical Research Center (hereinafter referred to as the Lanzhou Center) where the author works. value, realize people’s wishes, meet people’s needs, and promote people’s development”. Undoubtedly, only by grasping the ideological context of employees, doing everything possible to mobilize the enthusiasm of each employee, resolving problems in a targeted manner, strengthening guidance and education, thereby changing concepts, mobilizing positive factors in an all-round way, and promoting scientific research work towards health, stability, and Only with sustained and rapid development can scientific research institutions become “domestic first-class and world-famous”.
1. Mainstream Thoughts
1. Firm ideals and beliefs, and a strong sense of ownership and responsibility. "People-oriented" and "building harmony" are continuously deepened with the development of democratic management of the center; "meeting standards and building excellence" and "performance management" are continuously improved and optimized with the continuous improvement and optimization of various management systems. At present, the employees of the center can consciously abide by the "professional ethics" and "code of conduct", regard themselves as the masters of the enterprise, and regard work as the pursuit of their career and the joy of life. In 2011, the center initiated 87 scientific research projects, applied for 25 patents, two of which were authorized, received more than ten achievement awards at the prefectural and municipal level or above, and published 43 papers in core journals at the provincial or ministerial level or above.
2. The team works together and the employees are proactive. Under the influence of corporate culture and the promotion of various activities such as "Economic Responsibility Discussion" and "Five-Entered Teams", the center's collective sense of honor and cohesion have been significantly enhanced. Employees pay attention to the company, care about their colleagues, support and cooperate with each other at work, care and help each other in life, be humble in the face of honors, and strive to be the first in the face of difficulties. Everyone is in a good mood, and unity and cooperation have become the accelerator of the center's scientific research work.
2. Non-mainstream ideas
1. Heavy scientific research tasks and some inappropriate systems put some employees under great pressure. The first reason is that there are too many scientific research projects, and it is basically a situation where technical personnel have only one problem to solve. There are many projects, and at the same time, heavy inspections and reports make scientific researchers feel that they are busy with routine work every day. The front-line manpower at the grassroots level is tight. Scientific researchers are under pressure. They are not only worried about being criticized for delaying progress and quality, but also worried about being suspected due to failures in experiments. , the psychological burden is heavy, and the call for burden reduction is strong. The second is due to the institutional setting. Employees generally report that although the center has undergone continuous reform and improvement, it still lacks flexible policies suitable for scientific research. The procurement of materials such as reagents and large-scale equipment and instruments takes a long time, which delays scientific research work. In addition, some contents in "HSE" and "Grassroots Compliance Standards" are not suitable for the characteristics of R&D units. These situations can easily cause people to have negative emotions and are not conducive to scientific research and innovation, and they hope to enhance the autonomy of scientific research and production work. The third reason is due to the unreasonable personnel structure. Due to the influence of the social employment climate, in recent years, the center has introduced a large number of highly educated talents, including doctors and masters, and many people have improved their academic qualifications through on-the-job learning. There has been a problem of shortage of skilled workers.
2. There is a conflict between employees’ desire to learn and improve and their intense working conditions. Employees have a very strong desire to receive education and training, and hope to receive systematic job skills and professional training.
However, the increase in training has also become a burden for some people. The main reasons are: first, in stressful work, part of the training must be carried out during breaks or half-time study, so some employees feel that the strings are too tight; second, some employees Employees are less self-conscious about active learning and fully expect to rely on classroom lectures to improve their professional quality, which cannot be combined with practice and has little actual effect; third, there is a mentality of taking a break and vacation in the name of learning, which has a negative impact; fourth, some employees There is a feeling of boredom towards political learning and ideological education training, or this learning is opposed to business work, resulting in the failure to learn and implement some policy theories and work concepts well. The above points also show that training is not the only solution to solve employee training requirements. Training must be targeted, operable, and effective.
3. Housing, welfare, etc. are still hot topics of concern for employees. Housing is a problem facing the whole society. Many young employees are facing the pressure of starting a family but not having a house, which has to affect their work. Therefore, employees are eager to improve the housing provident fund policy and increase housing subsidies, or organize group purchases of housing to solve the problem. The urgent need for employees is to reduce brain drain.
4. Some employees are unwilling to make progress and are content with the status quo. After the center implemented "performance management" and "exit mechanism", some employees felt like they were overwhelmed by a mountain. These employees have become accustomed to their past jobs and work patterns. Once adjustments occur, they feel that these changes are too big and too fast. They feel that they are surrounded by crises, become at a loss, lose confidence in the future, and become pessimistic. The monk strikes the day clock.
At the same time, a small number of middle-aged and elderly employees believe that they have contributed their whole life, and their bonuses are not as large as the allowances for doctoral and master's students. They also have to face performance appraisals and competition for jobs, so they become resentful and worry about gains and losses. Young people with skills and academic qualifications believe that companies are filled with middle-aged and elderly comrades occupying positions. Although they are the technical backbone of the company and do many things, they suffer a big disadvantage compared with the old comrades in terms of benefits, including achievements and patents. time, it ranked even lower. These psychological imbalances directly affect their work enthusiasm.
On the other hand, there are also unreasonable factors in the employment system. For example, a person can work in a certain position for ten or twenty years. The singleness and repetitiveness of the position make it impossible to maximize employment. To give full play to their own strengths and talents, they feel that they are working in a solid space and cannot see the hope of development, so they have lost their passion for work and enthusiasm for learning.
3. Suggestions and Countermeasures
1. Turn pressure into motivation, build core competitiveness, and achieve leapfrog development. As a research unit, only by being outstanding in a few technical or knowledge fields and having core competitiveness can it occupy a place in the increasingly fierce competition in the industry. This requires turning the pressure on scientific researchers into motivation and not engaging in carpet bombing or all-round attacks. Integrate existing resources, concentrate superior forces, quickly carry out technological upgrading, technological transformation and technological innovation, implement a subject bidding system for key projects, and use limited people, finances and materials in a planned way to achieve breakthroughs in key projects, and make heavy efforts Attack and take the road of industrialization and marketization.
2. Improve learning skills, improve education and training mechanisms, and carry out quality improvement projects. Set off a new upsurge in learning, and at the same time "train in accordance with aptitude" in a targeted manner, resolve the conflict between training time and work, formulate a systematic training plan, analyze training needs and effects, and insist on combining training with use, and integrating training with assessment. Combined, the training can maximize its advantages and implement employees’ career planning.
In addition, while providing training and further study opportunities for highly educated personnel, we should also provide as many learning opportunities as possible for low-educated personnel. These employees work longer hours and have relatively stable ideas, but they need to learn new knowledge and new skills to make new contributions to the development of the unit.
3. Build an effective incentive mechanism to meet the needs of employees for value expression. While introducing "performance management" and "exit mechanism", we cannot ignore honor incentives and material incentives. In addition to educating and appraising people, companies should also care about employees' practical aspects, such as housing issues.
Of course, we must also continue to improve the current reward mechanism to make its benefit orientation more reasonable. For example, scientific research and development can implement a commission method based on the proportion of contribution, and academic subsidy can be replaced by "expert" allowance and skill subsidy, so as to truly achieve the goal of not judging talents based on academic qualifications.
4. Establish and improve the personnel flow mechanism and build a harmonious employment atmosphere. People who have been engaged in a certain job for a long time, no matter how creative they are, will gradually lose their enthusiasm for work, which will affect the improvement of corporate efficiency and the development of innovative spirit. This phenomenon is called "fatigue tendency". We need to establish a more scientific talent management method and actively promote the system of low-employment for high-level vocational students and high-level employment for low-level vocational schools. Regardless of seniority or only diplomas, we must let real talents serve as project leaders of the institute and let them work in the field. While making contributions, you can receive high salaries and enjoy high benefits; while improving the benefits of the backbone of scientific research, you can also stabilize talents and realize their desire for career success.
5. Give full play to the advantages of corporate culture, enhance cohesion and improve development capabilities. An enterprise thrives on people, and culture creates a soul. Culture is to people what soil is to trees. Without good soil, towering trees cannot grow, and without advanced culture, excellent employees cannot be cultivated. Advanced corporate culture is to establish a "people-oriented" idea. Through independent management, employees can devote themselves to their jobs willingly and wholeheartedly. Only by allowing employees to see the direction of their efforts and the rewards of their work can they develop a sense of belonging, mission, cohesion, and centripetal force, and inspire employees to be dedicated and motivated.
"There is a skill in observing water, and one must observe its waves." If you take the right medicine, the problem will be solved. The key to the prosperity of an enterprise is to manage people. Only by studying the dynamics of people well can we study scientific work well. Only by adhering to the spirit of "pragmatism, service, improvement, and innovation", conducting in-depth and detailed investigations, research, and analysis of employees' ideological trends, and maximizing the mobilization and play of each employee's enthusiasm, initiative, and creativity can career design be implemented Only by planning to create "resonance" between the company and its employees, and achieve a win-win situation for both the company and its employees, can we create a first-class research institute.
References:
1. Yu Shaohua. Building a harmonious enterprise with the scientific concept of development. Xiangchao (second half of the month), 2009 (7)
2. Zhang Fangju , Fang Chengjin. Grasp the ideological dynamics of employees to promote scientific development of enterprises. Operations Manager, 2011 (5)
(Author's unit: Lanzhou Chemical Industry Research Center, Lanzhou 730060, Gansu)
(Editor-in-charge : Ruojia)