Management of Grass-roots Cadres in Armed Police Force (1)
Analysis on the Characteristics of Grass-roots Cadres in Armed Police Force
By analyzing the growth channels, emotional cognition and "load" of grassroots cadres in the Armed Police Force, it is found that some changes have taken place in the knowledge structure and psychological quality of grassroots cadres. Understanding these changes can lay a solid foundation for the education and management of grassroots cadres in the Armed Police Force.
By analyzing the growth channels, emotional cognition and "weight" of grassroots cadres in the Armed Police Force, it is found that some changes have taken place in the knowledge structure and psychological quality of grassroots cadres. By understanding these changes, it will lay a solid foundation for further improving the education and management of grassroots cadres in the Armed Police Force.
Key words: grass-roots officers and men of the Armed Police Force; Educational management; signature analysis
Keywords: officers and men of armed police; Educational management; signature analysis
China Library ClassificationNo.: E 157 Document ID: A DocumentNo.:1006-4311(2013) 02-0300-02.
From the perspective of growth channels, there are four main ways for grassroots cadres of the Armed Police Force: first, cadres who grow up from armed police colleges are divided into two situations, one is that soldiers are admitted to armed police colleges; One is that students who graduated from high school this year were admitted to the Armed Police College. This kind of cadres accounted for about 90% of the new cadres in the Corps that year. The second is to select outstanding squad leaders who meet certain conditions at the grassroots level. This kind of cadres accounts for about 7% of the new cadres in the Corps every year. The third is to select from the fresh graduates of local colleges and universities, and the fourth is to select from the full-time college graduate soldiers who joined the army. Therefore, it is decided that the cultural literacy and military and political quality of grassroots cadres of the Armed Police Force are uneven.
From the emotional cognition of the troops, first, the familiarity with the troops is different. Cadres who graduated from the Armed Police Academy (including those admitted to the Armed Police Academy from local areas) all have experience in military life, ranging from three to four years to five or six years. They are familiar with military life and have more basic knowledge of military and political affairs. Once they arrive in the army, they will soon be able to enter the work. However, most of the cadres enlisted in local colleges have no military life experience, and their understanding of the army is mostly obtained from books, newspapers and film and television works. They lack personal experience and work and life experience, are unfamiliar with the environment of the army, and are not adapted to the management system and methods of the army, especially the army. From joining the army to changing jobs, few people can't understand the army. Second, there are differences in the depth of feelings for soldiers. Cadres who graduated from the Armed Police Academy have a natural emotional connection with soldiers. They know what soldiers think very well and can quickly shorten their emotional distance. On the contrary, the local "student officials" who graduated and enlisted in the army lack the experience of army life and have an inevitable emotional complex for soldiers, which is also an objective weakness and defect, and one of the main reasons for the distance from soldiers' feelings. Third, there are differences in their sense of identity. According to our investigation, most of the "native" cadres in the army, especially soldiers, are directly promoted by excellent monitor. They think that being a cadre is the result of step by step efforts, and it is hard to come by. Many of them feel more difficult, have a sense of accomplishment and cherish it from farmers' children. On the other hand, some cadres who graduated from local universities and joined the army were designated as deputy company posts and awarded the rank of lieutenant. They always thought it was too easy to come, and they didn't care much, let alone cherish it. Some comrades find it difficult to find jobs in local areas and use the army as a springboard. It is difficult to feel at ease in the army, especially those who are not adapted to the strict life of the army and have unsatisfactory work. They felt lost and regretted going to the army.
Judging from the "load" of grassroots cadres, first, the task is heavy and the work pressure is great. At present, it is in the expansion period of the task of the armed police force. Grassroots duty, combat readiness, training, education, management and other tasks are very heavy, and grassroots cadres have a lot to do. "Even if they have superhuman powers, they feel' overwhelmed' and are struggling to cope all day. Second, it requires great psychological pressure. Some thorny problems encountered by grassroots cadres involve a lot of energy, which will be difficult to end for a while, and they may not all be handled or understood. Third, the burden is heavy and the economic pressure is great. Most grassroots cadres are in a period of heavy burden of life, some just got married, some separated for a long time, and some family members are laid off and unemployed. In the past three years, the special hardship allowance of the Corps shows that among the special hardship cadres, grassroots cadres account for 90%. It is particularly noteworthy that some cadres who have become "house slaves" are under greater pressure.
From the analysis of the characteristics of grassroots cadres in the Armed Police Force, it is not difficult to find that some changes have taken place in the knowledge structure and psychological quality of grassroots cadres.
First, the diploma is getting higher and higher, but the cognitive level is relatively low, and the belief in the party's innovative theory is not firm enough, and it is not used enough. They follow the trend and pursue fashion. They usually pay attention to the knowledge and news of fund stocks, sports and entertainment, and pay insufficient attention to learning the party's innovation theory. Their political consciousness, banner consciousness, party spirit consciousness, belief consciousness and self-cultivation consciousness are weak, and their ideals and beliefs, value orientation, honesty consciousness and social responsibility are easily influenced by external factors. Some people are not politically sensitive enough to let go of some wrong remarks, let alone criticize and resist them.
Second, the desire for success is strong, but the mood is becoming more and more impetuous, and the attitude towards growth and progress is lacking in self-cultivation. Many grassroots cadres are eager to make a difference in the army. They have high expectations, are self-centered, have a flamboyant personality and even look down on people. The spirit of unity and cooperation is not enough, and it is generally impetuous in the face of the gap between ideal and reality. When some grassroots cadres met, the first question they asked was "Did you mention it?" Some have just made some achievements, and they are complacent and boasting everywhere; Some people have not been promoted for three years, and feel that the organization has wronged themselves and is full of complaints; Some people think of a higher position before their ass gets hot in one position; Some people feel that their work is too hard, and compare themselves with local bosses, with so-called successful people, and with individual classmates. Work can't be easier, economy can't be richer, life can't be freer, family can't be warmer, pay more, benefit less and develop slowly. In particular, some college student cadres feel very uncomfortable with the military camp environment and military life. They think that the grassroots are tense, hard, closed, too wide, too strict and too dead. Some of them resist their emotions ideologically. Some have just arrived in the army for less than half a year, and try to transfer from the grassroots. If they really can't do it, they will resign.
Third, the society is rich in knowledge, but the experience of the army is relatively simple and there is no deep affection for the soldiers. In recent years, grassroots "three-door" cadres have gradually increased. They have a wide range of knowledge and trendy ideas, especially for online culture and online games. Some have a "gap" with soldiers in some concepts. In addition, they have a single experience in the army and lack emotional communication with soldiers, so they look down on soldiers. Some people are used to putting on airs with a straight face when facing soldiers, so they can't enter the army, and soldiers don't want to reveal their thoughts to them; Some soldiers report that some grassroots cadres are becoming less and less "military-like" and more and more "official-like", and there are phenomena such as not taking classes at work, not being dedicated to their posts, and not performing their duties in place. It happens from time to time, forming an embarrassing situation that cadres and soldiers "don't like each other", which leads to disharmony between officers and soldiers.
Fourth, the thought is advanced, but the psychological quality is fragile, so we can't treat difficulties and setbacks correctly. It is an indisputable fact that the number of cadres at the grassroots level after 1980s has increased. Grass-roots cadres of a detachment 185, and 72 people born after 1980 accounted for 39%. Their democratic consciousness is strong, and their concepts of communication, consumption and mate selection are advanced. However, a few grassroots cadres are weak-willed and can stand success, praise and setbacks. When encountering difficulties, they are often very negative, they will choose to retreat and complain, and some even have rebellious psychology. Some grassroots cadres often do not sum up lessons, but make persistent efforts and gradually lose confidence in complaining about others; Some people do whatever they want and have too strong personalities. They don't think in a diversified way, and they don't put themselves in others' shoes. As long as we disagree with each other, it is easy to get angry. Some were criticized by the leaders for not doing a good job, so they vented their emotions on the soldiers and hurt them at will.
Fifth, the ambition is strong, but the gap between expectations and actual ability causes too much pressure. Armed Police Force is a high-risk occupation, especially with the continuous expansion of its functions and tasks, the work requirements are getting higher and higher, and the fast pace and high standards have become the remarkable characteristics of army construction and task execution. Most grassroots cadres want to do something in the army; My eyes are so busy that I turn off the lights and get up before dawn. Others are sleeping at night, and I have to check the shops and posts. I am also worried about the situation and things of the targets and troops, and I am afraid of problems while thinking about my achievements. Many grass-roots cadres report that the pace of work is accelerating, tasks are increasing, and major activities are frequent. If given tasks, they have to adapt to their posts and become ossified, otherwise they will be useless. In particular, some leaders can't correctly treat their own advantages and disadvantages, regard personal shortcomings as the shortcomings of most people, and regard staged mistakes as inherent shortcomings, which is intolerable, let alone make up in time.
Through research, this paper provides theoretical support for the regular management education of grass-roots cadres, and the characteristics of grass-roots cadres analyzed in this paper are only reflected in a certain period, which is a dynamic element and needs to be further improved.
References:
[1] sheets. Systematic scientific method and military management [M]. Beijing: Blue Sky Publishing House, 200 1.4.
[2] Wang An. Research on the law of military management [M]. Beijing: People's Liberation Army Press, 200 1.8.
[3] Wang An. Thoughts and countermeasures of military management [M]. Beijing: Long March Press, 2004.6.
Management of grass-roots cadres in the Armed Police Force Part II
Research on the Welfare of Cadres in Armed Police Grass-roots Units
In recent years, remarkable achievements have been made in the construction of grass-roots cadres, but there are still some prominent contradictions and problems, which affect and restrict the ability of the Armed Police Force to carry out diversified tasks such as duty, handling emergencies, anti-terrorism and maintaining stability. There are many reasons for these problems, one of which is that the welfare system has failed to play its due incentive role. Therefore, it is of great significance to effectively solve the external attraction and internal stability of the welfare system. This paper analyzes the welfare status of grassroots cadres in the Armed Police Force and puts forward some suggestions.
Keywords: Armed Police Force; Grassroots cadres; welfare
First, the welfare status of grassroots cadres in the Armed Police Force
Through the wage system reform in 2006, the standard adjustment of subsidy system in 2008, and the introduction of a series of welfare policies, the wages and welfare benefits of grassroots cadres in the Armed Police Force have been greatly improved, but there are undeniable contradictions and practical problems in the welfare system, which leads to the ineffectiveness of incentives. Mainly in the following four aspects.
(A) the welfare standard is still low, which is not conducive to ensuring the living standards of grassroots cadres.
The welfare of grassroots cadres is the main part of their income and plays an important role in improving the living standards of grassroots cadres and their families. Although the welfare standard of grass-roots cadres has been improved in previous wage reforms, there are some problems such as small adjustment range and relatively lagging adjustment. For example, the long-term standards such as welfare expenses and heatstroke prevention expenses as living compensation for grassroots cadres remain unchanged, while the long-term standards such as husband and wife separation subsidies and children's education and nursing expenses as subsidies for grassroots cadres' families remain unchanged, and most of them were formulated in the 1990s, which played a very good incentive role at that time, but from the current situation, their functions are not ideal. One of the functions of military welfare is to enhance the cohesion and attractiveness of the army and mobilize the enthusiasm and creativity of officers and men. Judging from the reality, in recent years, the local employment system and distribution system have been continuously reformed and improved, which has affected the vital interests of soldiers from all levels and increased the life and psychological burden of grassroots cadres.
(2) The welfare items are unreasonable and cannot fully reflect the post particularity of grassroots cadres.
Grass-roots cadres are in the front line, directly facing and dealing with various complex problems such as tasks from inside and outside the army. Their jobs are extremely dangerous, their jobs are extremely important and their tasks are extremely special. However, the current welfare project setting does not reflect this danger, importance and particularity, and does not give necessary economic compensation to grassroots cadres, which is mainly reflected in:
First, the characteristic welfare items of grass-roots posts are incomplete. In the current welfare system, only the post allowance of grassroots cadres can reflect the post particularity of grassroots cadres. Its original intention is to compensate and encourage grassroots cadres, but the standard is too low to achieve the effect of incentive compensation. In order to arouse the enthusiasm of frontline soldiers, the US military provided generous combat allowances for soldiers working in combat areas, and at the same time increased welfare subsidies for soldiers participating in the war, such as family separation allowance, temporary duty allowance, frontline duty allowance, etc., which is worth learning from. Second, the attribution of welfare projects is not reasonable enough. Since the founding of New China, our army's wage and welfare system has undergone five major reforms and adjustments. For example, in the wage reform in 2006, work allowance and living allowance were added to the military welfare, with the aim of providing work compensation and living allowance to soldiers of different levels. However, it still belongs to the health care factor in the two-factor theory and has not played its due incentive role. In 2008, the adjustment of subsidy standards redefined the salary and welfare items. In addition, from the perspective of specific project ownership, according to the current financial standards, military welfare is distributed in subjects such as salary allowance, pension fee, welfare fee, housing subsidy, and family travel expenses, which causes certain confusion. Third, the changes in welfare programs are backward. In view of the influence of inflation and other factors on life, the local wage system has introduced regional subsidies, such as post subsidies, missed meals subsidies, transportation subsidies and so on. However, the military did not set up and adjust relevant welfare projects in time.
(3) There are differences in the benefits actually distributed by each unit, which easily leads to uneven bitterness and happiness.
Although the army and the armed police force implement a unified welfare treatment system, the implementation of welfare treatment in different departments, units and regions is very different, which has caused uneven bitterness and happiness to some extent. Among them, the most prominent thing is that there is an obvious gap between the welfare benefits of grassroots cadres in different positions and tasks. Specifically, the troops stationed in large and medium-sized cities and the personnel responsible for the safety of government agencies have good guarantees for housing, medical care, children's education, transportation and re-employment. While enjoying the treatment of unified cadres in the whole army, there are also various self-determined welfare benefits. The remote grass-roots squadrons and troops with guarding tasks not only have great difficulties in the employment, housing, medical care and transportation of their families, but also can only enjoy the benefits within the unified standards, and have not been given preferential and appropriate care in policy. For a long time, this situation has caused the imbalance in the flow of military cadres. Some cadres have tried their best to transfer from hard and remote grassroots units to government organs or troops stationed in cities, resulting in abnormal phenomena such as overstaffing of government organs and weak grassroots cadres, which eventually led to the decline of the combat effectiveness of the troops.
Second, suggestions to improve the welfare of grassroots cadres
To improve the welfare level of grass-roots cadres, we should take the military strategic policy of the Central Military Commission in the new period as the guide, improve the material living conditions of grass-roots cadres as the starting point, aim at enhancing the cohesion and combat effectiveness of the troops, and fully reflect the professional characteristics of soldiers and the post particularity of grass-roots cadres in accordance with the objective requirements of the laws of socialist market economy and the actual situation of the troops.
(A) to strengthen the targeted welfare
We should take the welfare needs and welfare satisfaction of grassroots cadres as the guide, speed up the pace of improving the welfare system and policies, fully consider and attach importance to the welfare needs and welfare satisfaction of grassroots cadres, so that grassroots cadres can always feel the care and support of the organization, effectively solve the worries of grassroots cadres, let grassroots cadres gain the trust of the organization while meeting material needs, and enhance their motivation and sense of responsibility to do their jobs well. At the same time, when formulating the welfare incentive mechanism for grassroots cadres, give full play to the interest-inducing function. According to the interest-driven mechanism of market economy theory, people always choose to work in fields and posts with good environment and high income, which can play their own role. In order to encourage outstanding social talents to come to the army, and to encourage outstanding military talents to go to the front-line troops and grass-roots troops, on the basis of actively helping grass-roots cadres solve practical difficulties and problems, we should pay attention to giving play to the interest-inducing function of the welfare system. That is, welfare benefits should be organically combined with the working environment and specific positions.
(2) Increase welfare items for grassroots cadres and build a welfare incentive mechanism.
The perfection of welfare projects should be based on solving the compensation and incentive of military welfare treatment, and accordingly, it is necessary to build a welfare system with basic welfare and specific welfare as its content. Mainly to improve the professional welfare, living welfare and other service benefits of grassroots cadres. In the aspect of cadres' professional welfare, efforts should be made to improve the military occupational allowance and the welfare standard of grass-roots posts, with emphasis and hierarchy; In terms of living welfare, according to the living environment, consumer price index, quality training, career development and life difficulties, from the perspective of personal welfare and family welfare, and referring to the relevant living allowance policies of local civil servants, the relevant living allowance will be increased in time, and the existing subsidy items will be adjusted in terms of standards and methods to fully meet the actual needs of grassroots cadres, so that grassroots cadres can warm their hearts and take root in the army; In terms of other service benefits, mainly based on the opinions of the Central Military Commission, we earnestly care about the growth and progress of grassroots officers and men, and encourage and support participation in academic upgrading, on-the-job self-study and post success. Care for the physical and mental health of grassroots officers and soldiers, ensure that they can take normal vacations, have regular physical examinations, and get timely treatment for diseases; (3) Improve the welfare guarantee system for grassroots cadres.
First of all, it is necessary to establish a scientific and reasonable welfare growth mechanism, which is an important guarantee for all soldiers, including grassroots cadres, to achieve the goal of welfare treatment level. Without a sound welfare growth mechanism, not only can we not effectively improve the welfare level of military personnel and eliminate the existing income gap between military and civilian areas, but with the development of society and the influence of various factors, the unreasonable contrast between military and civilian income will increase day by day. At present, there are two reasonable growth mechanisms: establishing a welfare growth mechanism linked to GDP and establishing a welfare growth mechanism synchronized with CPI.
Secondly, gradually expand the proportion of monetized welfare, improve and optimize the structure of military expenditure stock, enhance the fairness, justice and openness of military expenditure income, make the distribution more reasonable and standardized, quantify the material life treatment of military personnel, and eliminate the influence of distorted rights as much as possible.
(4) Establish and improve welfare laws and regulations.
In order to ensure the smooth implementation of the welfare treatment of grassroots cadres, we should formulate and improve corresponding laws and regulations to legalize and standardize the welfare protection of grassroots cadres. Specific practices should include the following points: First, clearly formulate authoritative laws and regulations. Legislation is formulated by the army in accordance with the legislative procedures stipulated by the state legislature, promulgated in the form of state decrees, and then clarified by the army in the form of regulations and rules to increase its authority and facilitate the implementation of welfare benefits for grassroots cadres. The second is to clarify the welfare subsidy standards for grassroots cadres in the provisions of laws and regulations to ensure operability. At present, there are no special laws and regulations on soldiers' wages and benefits. Therefore, the relevant legislative departments should pay close attention to the study of soldiers' wage and welfare legislation, and at the same time conduct a special demonstration on the welfare treatment of grassroots cadres, and classify and clarify the basic standards and capital increase standards for the welfare protection of grassroots cadres. Third, timely adjust and revise laws and regulations to ensure the timeliness of welfare protection for grassroots cadres. On the one hand, according to the needs of economic progress and national development, adjust the welfare subsidy standards for grassroots cadres. Welfare subsidies for grassroots cadres should be adjusted in a timely manner according to economic development and rising prices. On the other hand, pay attention to the connection with wage legislation. Ensure that grassroots cadres maintain the same growth rate of wages and benefits as civil servants at the same level.
(E) the use of organizational support theory to improve the effectiveness of welfare incentives
Organizational support theory holds that organizational support meets the social and emotional needs of employees. If employees feel that the organization is willing and able to repay their work, they will make more efforts for the benefit of the organization. The theory of organizational support is also applicable to military management, which is of guiding significance for improving the enthusiasm of grassroots cadres.
First of all, the army should strengthen the fairness construction of the grassroots employment mechanism. Through a fair and transparent appointment and dismissal system, we can improve the sense of organizational justice of grassroots cadres, and then improve their sense of organizational support. Therefore, for the military, it is necessary to establish a more scientific and efficient performance appraisal system for grassroots cadres and an open and transparent appointment and dismissal supervision system to improve the organizational fairness perception of grassroots cadres. Secondly, the army should strengthen the guidance and help of its superiors to grassroots cadres. With the increasingly heavy tasks undertaken by the Armed Police Force, grassroots cadres are under increasing work and ideological pressure, which requires superior leaders, especially direct superior leaders. For grassroots cadres, it is necessary to give more guidance and help to their subordinates, invest emotional support, and encourage them to complete various tasks efficiently and successfully and give full play to their talents.
Three. abstract
As an important part of the salary system, welfare has been widely concerned by management scholars in recent years. Because of its various forms, welfare can play a specific incentive role by meeting various needs. Reasonable and effective welfare incentives can not only effectively stimulate the enthusiasm and initiative of grassroots cadres, promote grassroots cadres to strive to achieve organizational goals and improve organizational efficiency, but also attract and retain outstanding talents into grassroots units under the increasingly fierce market economy.
[References]
[1] Hao Wanlu. Research on China Military Welfare System. Beijing: National Defense University Press, 200 1.
[2] Liu Enqi. Wage and welfare work for cadres. Beijing: Tide Press, 2003.
[3] Zhao. Theory and system of military salary. Beijing: China Economic Publishing House, March ~ June, 2005.
[4] Sun Yandong. Research on military salary and welfare. Beijing: Military Science Press, 2007+02.
[5] Notice on Adjusting and Standardizing the Military Allowance and Subsidy System. China People's Liberation Army Fourth Headquarters, 2009.
(Author: Armed Police Logistics College, Tianjin 300309)