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1996年.由于化纤市场严重疲软,岳化涤纶厂的部分车间、班组被迫几度限产或停产,近千人经历了在家待岗的“阵痛”.待岗后职工的岗位工资、保健和奖金都受到相应的影响,人均月收入减少300元左右,这对于大多数职工来说.不是一个小数目.职工也因此产生了各种各样的情绪.针对这种情况.工厂党委及时调整工作思路,把待岗人员最多(400 多人)的纺丝车间作为思想政治工作的重点,党委宣传部门深入班组、贴近职工.进行了广泛的调查,配台车间做好职工的思想工作.由于工作及时.措施得力.始终保持了队伍不散,人心不乱.其主要做法:
In 1996, due to the severe weakness of the chemical fiber market, some workshops and teams in the Yuehua Polyester Plant were forced to limit production or stop production for several times, and nearly a thousand people experienced “labor pains” at home waiting for their posts. Post wages, health care, and bonuses for post-post-work employees Affected by the impact, per capita monthly income is reduced by about 300 yuan, which is not a small number for most employees. Employees have also generated a variety of emotions. In response to this situation, the factory party committee promptly adjusted its working ideas. The spinning workshop with the largest number of staff (more than 400 people) was selected as the focal point of ideological and political work. The propaganda department of the party committee went deep into the team and got close to the employees. It conducted extensive investigations, and assigned the workshop to do the ideological work of the employees. Because of the timely work. Effectively, we have always maintained a contingent team and people are not confused. Its main approach: