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薪酬体系作为人才强校战略的重要支撑,是推动学校战略目标实现的重要手段。现阶段,艺术类高校作为我国高等艺术教育的承担者和培养高级艺术人才的摇篮,其薪酬工作反映着我国社会主义市场经济体制改革和事业单位改革的时代特征,以及艺术类高校从教学型大学向教学研究型大学战略转型,文化大发展大繁荣的特殊行业背景等新形势和新要求。进一步做好艺术类高校薪酬工作不但是贯彻落实国家相关政策规定的外在要求,也是实现自身发展的内生需求。新形势下,艺术类高校应通过实施战略管理,充分借鉴行业特色型高校实践经验及重构薪酬管理体系等措施来积极理性地应对新挑战。
As an important support for the strategy of strengthening a school through talents, the salary system is an important means to promote the realization of the strategic goals of the school. At this stage, as the undertaker of higher arts education in our country and the cradle of cultivating high-level artistic talent, art colleges reflect the characteristics of the times in the socialist market economy system reform and institution reform as well as the reform of public institutions of higher education from teaching-type universities Strategic transformation to a teaching and research university, a special industry background for developing a prosperous culture, and other new situations and new requirements. To further improve the remuneration work of art colleges and universities is not only an external requirement for implementing the relevant state policies and regulations, but also an endogenous demand for realizing self-development. Under the new situation, art colleges and universities should actively and reasonably respond to the new challenges by implementing strategic management, fully using the practical experience of industry-specific universities and reconstructing the remuneration management system.