Research On The Management Of Non-staff Personnel In Grass-roots Tax Authorities

With the number of various social affairs in China has shown a blowout growth in recent years,resulting in the rising employment demand of the central government and political power organizations at all levels.However,with the continuous promotion of the reform of national institutions,Administration and management of agency personnel are increasing gradually.Organizations at all levels generally meet the needs of daily work by increasing the employment of non-staff personnel.As the administrative subject undertaking a large number of delegated powers in the reform of "decentralization,management and service",the control and downsizing of grass-roots tax authorities have undoubtedly brought huge pressure on human resources.Therefore,as the main supplementary force,non-staff personnel are very important for the efficient development of the work of grass-roots tax authorities,and actively explore the innovation of personnel management mode of grass-roots tax authorities,Optimizing the management mechanism of non-staff personnel has also become an important exploration direction to alleviate the administrative pressure of grass-roots tax authorities.Using the 5P model of human resource management,Maslow’s hierarchy of needs theory and equity theory,and using the research methods of questionnaire and interview,this paper takes the non-staff employment management of Dezhou J District Taxation Bureau as an example to carry out the research from the aspects of position,people,performance,payment.From the five perspectives of positive attitude,it is found that there are practical problems in the management of non-staff personnel,such as lack of formal human resource planning,imperfect access and exit mechanism,weak role of performance management,insufficient protection of basic rights and interests,and low enthusiasm scheduling.The main reasons for these problems are the lagging development of staffing management system,lack of management mechanism of non-staff personnel,blank policies for the protection of rights and interests of non-staff personnel The management concept of non-staff employment is backward.On this basis,this paper puts forward some suggestions to optimize the management of non-staff personnel in grass-roots tax authorities from the perspective of 5P:first,improve the job design by scientifically setting up non-staff positions and establishing a post promotion mechanism for non-staff personnel;Second,improve personnel selection by improving the access mechanism of non-staff personnel,improving the supervision,assessment and exit mechanism;The third is to improve performance evaluation by realizing diversified performance evaluation subjects,standardizing performance evaluation mechanism and implementing differentiated performance salary;Fourth,improve the salary design by raising the minimum wage standard and perfecting the salary growth mechanism;Fifth,improve the work enthusiasm by improving the education and training mechanism and enhancing the sense of organizational culture identity.Make this study realize the theoretical significance of exploring the management system of non-staff personnel,and then realize the practical significance of improving the management level and guarantee level of non-staff personnel in J district tax bureau of Dezhou City in the future,and creating an example of non-staff personnel management in grass-roots tax authorities.