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1、problems that cannot be ignored. Some leaders unwilling to do masses work, masses concept weak, on masses feelings not deep, pendulum not are with masses of relationship, think masses work is revolutionary war era of things, now obsolete has, buried business work, ignored masses work of situation co
2、mpared General; some leaders not do masses work, old method regardless of with, new not with, not understand masses psychological, not understand masses wishes, not said masses language, work method simple stiff, caused masses of conflict and antipathy; some leaders cant do masses work, Faced with a
3、 lot of contradictions among the people worry about fear, panic set in encounter group events, and some are even mismanaged, inflame, so work has suffered heavy losses, and so on. These problems we are soberly aware, enhancing the partys ruling capability, the maintenance and development of the part
4、ys advanced nature and purity, and to enhance the ability of party committees and leading cadres are good people. Attach great importance to and is good at doing mass work, has become the new urgent situation strengthening the partys governing capacity-building tasks. Combined practice of maintainin
5、g flesh-and-blood ties with the masses, urged the broad masses of party members and cadres, especially all levels . Processing to improve as a guide to the country. What I did is summed up these new things, be promoted. This is a vivid manifestation of the Deng Xiaopings mass. Deng also put people s
6、upport does not support, agreed not to agree, happy happy, promise not to promise as a starting point and destination of developing guidelines, policies, and as the only standard for measuring compliance with the wishes of the masses of the people. Under the guidance of Deng Xiaoping theory, Central
7、 Government adopted a series of important measures to strengthen links with the masses. In December 1989, the CPC Central Committee made on adhering to and perfecting the system of multi-party cooperation and political consultation under the leadership of the Chinese Communist Party, closely for CPC
8、 and the democratic parties and the relationship between the part of the masses that they contact, effectively carrying out the mass line, played a positive role. In March 1990, the 13 plenary session adopted the decision on strengthening contacts with the masses of the Party noted that created and
9、developed in the long struggle of the partys mass line, is to realize the partys ideological line, the fundamental political and organizational work route, can always maintain flesh-and-blood ties and development of the masses, is directly related to the rise and fall of the rise and fall of the par
10、ty and State. In September 1994, 14 adopted by the plenary session of the Party on strengthening decision on several major issues of party building. The requirements of the decision of the partys leading bodies and leading cadres should develop a democratic style of work, come from the masses, to th
11、e masses, together, stick to the mass line. Party of 13 session four in the plenary yihou, to Jiang comrade for core of party苏州创基精密制造有限公司KPI考核管理制度第一章 总 则第一条 为准确衡量各部门工作业绩，科学评价员工岗位效能，进一步激发员工的工作积极性和创造性，促进公司快速健康发展，特制定本办法。第二条 绩效考核与管理原则：（一）客观公正、实事求是的原则。根据考核的条件和标准，实事求是、客观公正地对被考核部门做出恰如其分的评价。（二）注重工作实绩原则。在对被考
12、核部门的目标内容进行全面考核的基础上，以考核履行岗位职责的情况和工作实绩为主。（三）民主公开的原则。公司将考核目的、时间、内容、指标体系、考核形式等相匹配并将其公布于众，并将考核结果通知被考核人。（四）全面考核、综合评定的原则。采取被考核部门自查、日常考核为主等形式相结合，以定量考核为主，定性考核为辅。（五）与薪酬分配挂钩原则。考绩结果作为权衡被考核单位工作业绩的主要因素，在薪酬分配、职务晋升、个人发展等方面体现出来，更好地提高工作效率和效果。第三条 考核依据：以被考核部门的岗位职责、绩效计划目标完成情况以及日常考核档案为依据。第四条 适用范围：本办法适用公司所有部门和全体员工。第二章 绩效考
13、核组织形式第五条 由公司高层管理人员组成考核组，其主要职责为：负责根据公司年度整体经营战略规划，审定公司年度绩效目标管理体系，审核、审批考核计划和方案，解决、仲裁考核中的一些重大问题，审定公司季度、年度考核结果。并为员工提供申诉的平台，接纳处理员工对于KPI考核的异议。第六条 组织形式及考核方式：公司采取二级考核形式组织考核，即考核分为两个层次，每一层次均从其工作流程、服务对象的角度进行：第三章 绩效考核等级第七条 考核等级：季度考核：实行百分制考核。（一）考核分为A、B、C三档，每档对应不同的绩效工资。（二）A档：A90分，B档：80分B90分，C档：C80分（三）员工季度考评程序：部门负责
14、制定对员工进行考核的程序，考核结束后将考评结果汇总到考核委员会。 第八条 考核办法：查询记录法、书面报告法、重大事件法、平时抽查法等。第四章 考评结果与激励政策第九条 绩效工资：根据绩效考核分数，确定部门和个人绩效工资，具体计算方法按公司薪酬管理制度执行。第十条 其他激励：主要适用于年终考评，方式有： （一）发放奖金；（二）培训：根据考评结果对各部门员工培训方案进行调整； （三）晋升：连续四个季度被评为A档的部门负责人和年终被评为A级的员工，公司在职务晋升方面给予优先考虑。第十一条 惩处： 对连续四个季度被评为C档的部门，其主要负责人将给予一年内降半级薪酬处理，并由考核委员会决定是否继续在原岗
15、位上予以留用。第五章 考评管理第十二条 考核组制定和下达有关考核计划及跟踪考核进度。第十三条 各部门负责人负责员工季度和年度考核工作。第十四条 考核职责：（一）考核组负责对考核结果进行审核，确定最终考核结果；（二）考核组组织、指导、监督公司各项考核工作；（三）各部门依据有关规定制定本部门员工绩效考核方案，组织实施绩效考核，提出考核结果意见，制定绩效改进措施。第十五条 绩效改进计划：负责人对员工考核中未达标项目分析原因，制定相应的改进措施，为员工绩效改进提供帮助，并跟踪检查改进效果。第十六条 各部门应建立考评管理记录，并完善其档案。 第六章 附 则第十七条 本制度经公司总经理办公会批准，自发布之
16、日起实施。第十八条 本制度由公司考核组负责解释。第十九条 本制度修订或部分条款修订时，必须报经总经理批准后发布执行。附录：2013年度各部门绩效考核KPI指标内容项目要保证工程质量，由分管副总经理、项目技术负责人和安检部组成的质量安全体系，专人负责施工质量、现场监督和检测及核验记录，并认真做好施工记录和隐蔽工程验收签证记录of third generation Central led collective, banner Deng Xiao-pings theory great flag, insisted liberation thought, and facts, and times, in both at home
