人力资源是企业的第一资源。在全球经济一体化的大背景下,通过有效的人

力资源管理手段,建立和谐的劳动关系,充分发挥人力资源在企业管理、发展中

起到关键的作用,已经成为企业管理的重要课题。

从企业管理的角度来看,劳动关系的不和谐现象不仅体现在劳动争议和罢工

事件,也体现在组织内员工的工作倦怠、绩效低下、频繁的离职跳槽等退缩行为

上,劳动关系不和谐将会严重影响人力资源在企业发展的重大作用,在一定程度

上将会阻止企业的快速发展,更加影响到企业的经营目标实现和长期战略发展不

能如期实现。只有发展和谐高效的劳动关系,尊重和实现劳动者的权益,使企业

与劳动者形成一种合作共赢的合作共同体,才能充分发挥企业人力资源优势,充

分调动和激发广大员工的主人翁意识,使员工由被动的执行转变为主动奉献,深

度挖掘员工的潜力,规划员工和企业的共同发展目标,才能稳步推动企业可持续

健康稳定发展。

本文着重研究中国石油云南销售公司的劳动关系管理问题,以中国石油云南

销售公司劳动关系管理特点和存在的突出问题为例,重点分析其在用工管理制度

中存在的缺陷,如在相同管理岗位上存在不同身份员工和不同待遇现象,g卩“合同

化员工”和“市场化员工”身份的区别,以及在员工绩效方面未能做到精细的科学考

核水准,虽然在不断完善考核体系,依然存在粗放化和“大锅饭”现象,从而使相当

一部分员工未能全身心去投入工作,对此进行深度剖析。中国石油属我国大型国

有企业,其管理模式在一定程度上具有国有企业用工管理的一定代表性。本文研

究结论对于中国石油云南销售公司完善劳动关系管理,以及对我国国有企业劳动

关系向先进性迈进提供一定的参考价值。同时,文章首先梳理了企业劳动关系管

理的基本理论,以此作为后续分析的理论基础。其次,从用工管理、培训管理、

薪酬管理和离职管理等方面分析了中国石油云南销售公司劳动关系管理的现状,

并从5个不同方面分析了中国石油云南销售公司劳动关系管理中存在的问题。总

结出旁动关系也是一种生产力,是企业经营管理的重要组成部分,和谐高效的劳

动关系将会为企业创造无比财富,是推动企业快速发展的“软黄金”。不和谐的劳动

关系将会制约着企业发展目标的实现,是阻止企业发展的一双看不见“无形的手”。

最后,文章从人力资源科学管理、用人制度完善、激励机制建立和工会组织有效

管理等六个方面提出了中国石油云南销售公司劳动关系管理的参考做法。

关键词:中国石油,劳动关系,人力资源管理

ABSTRACT

Human resources are the primary resources of enterprises. In the context of global

economic integration, how to establish harmonious labor relations, give full play to the

human resources in business management and enterprises development by means of

effective human resources management, has became an important topic of enterprise

management.

From the perspective of business management, inharmonious labor relations not

only reflected in labor disputes and strikes, but also reflected in the withdrawal

behaviors within the organization's staff, such as burnout, low performance, frequent

job-hopping, resignation, and etc. Inharmonious labor relations will seriously affect the

human resources to play its great role in the development of enterprises, prevent the

rapid development of enterprises in certain degree, furthermoer, it will impact the

realization of the business objectives and the long-term strategic development can not

be achieved on schedule. Only to develop harmonious and efficient labor relations,

respect and realize the rights and interests of workers, establish a win-win cooperation

community between enterprises and workers, can give fiill play to advantages in human

resources, fully mobilize and inspire the sense of ownership of the majority of

employees, enable employees to shift from passive performance to active dedication,

tap the potential of employees, steadily promote a sustained, healthy and stable

development of enterprises.

The article focusses on labor relations issues in PetroChina Yunnan Marketing

Company, illustrates with example of labor relations management features and

outstanding problems in this company, analysises the shortcomings being exsisted in

employment management system, such as the existence of different identities and

different treatment of employees on the same management positions, namely the

distinction between “Contract of employees identity and the ‘‘market-oriented

employee status1', as well as the failure of fine scientific examing standards in terms of

employee performance appraisal. Although the examination system been constantly

improved, the phenomenon of extensive management and “big-pot” distribution system

still exist, and caused a considerable part of the staff did not wholeheartedly go to work.

in

all those will be analysised in-depth. PetroChina belongs to Chinese large state-owned

company, to a certain extent,its management model represents the employment

management status in state-owned enterprises.

Conclusions in this paper will provide a certain reference value to the improvement

of labor relations management in Yunnan Marketing Company and Chinese state-owned

enterprises. At first, the article sort out the basic theory of enterprises labor relations

management and take this as a theoretical basis for subsequent analysis. Secondly, the

status of labor relations management in PetroChina Yunnan Marketing Company been

analyzed from the view of labor management, training management, compensation

management and separation management, and the existed problems of labor relations

management in this company also been analyzed from five aspects, then it comes up

with the labor relationship is also a kind of productivity, is ail important part of

enterprise management. Efficient and harmonious labor relations will create immense

wealth for the company, it is soft gold to promote the rapid development of enterprise.

And labor disharmony will restrict the achievement of business development goals,it

is an invisible hand to prevent the development of enterprises. Finally, the

recommendations for improvement labor relations management in PetroChina Yunnan

Marketing Company been put forward from six aspects: scientific management of

human resources, personnel system improvement, incentive mechanism construction

and efficient management of trade unions and so on.

KEY WORDS: PetroChina , labor relations, human resources

management