关于“煤矿工人井下津贴不宜参加内部分配”的商榷

《煤炭经济研究》1992年第1期登载了李爱军、白黎明同志撰写的“煤矿工人井下津贴不宜参加内部分配”一文(以下简称李文),笔者有不同看法。1.实行井下津贴参加内部分配是否有利于调动工人积极性,促进生产发展。李文开篇谈到“当前,一些煤炭企业为了调动工人积极性,把工人的井下津贴(除班中餐、岗位津贴外)与吨煤工资单价捆在一起使     

黑龙江煤矿职业危害防治对策

黑龙江省的煤炭生产，除少数露天煤矿外，多为井下作业，生产环境中存在多种职业危害因素，严重地影响着煤矿工人的身体健康。其中，粉尘造成的尘肺病是严重威胁煤矿工人生命的一把“软刀子”。据统计，尘肺病占煤矿工人职业危害发病总数的70％以上。2004年，黑龙江省四大国有重点煤矿的现有尘肺病患者达13696人，每人每年医药费和丧失劳动力造成的损失费达5万元以上，费用共计68480余万元。     

煤矿井下采矿顶板管理分析

井下采矿时由于顶板发生故障导致的安全事故频繁,给煤矿工人和煤矿企业带来了巨大损失,因此,井下采矿的顶板管理成为煤矿管理的重中之重.本文对煤矿井下采矿顶板管理进行分析,以期对煤矿安全生产有所帮助.     

矿井抽放瓦斯的意义及瓦斯事故的防治措施

我国煤矿的瓦斯压力大、瓦斯含量高、煤质松软、透气性低,开采过程中瓦斯释放速度快,易发生煤与瓦斯突出现象并诱发瓦斯爆炸,严重影响井下煤矿工人的生命安全。本文主要介绍了煤矿井下瓦斯气体的释放特征、抽采瓦斯的意义和井下瓦斯事故的防范措施。     

奋战煤海心如铁——记中煤集团中煤进出口公司东坡煤业东坡煤矿采煤队班长黎思良

今年34岁的黎思良．2002年毕业于大屯煤电公司技工学校,同年9月参加工作。他参加工作以来,一直奋战在井下生产第一线．用实际行动诠释着煤矿工人特别能吃苦、特别能战斗、特别能奉献的精神。     

神华集团安全管理的“五个一”途径

长期以来,如何让煤矿成为安全场所,让井下作业人员不为生命安全担忧,是煤矿工人的梦想。近年来,神华集团谋求科学发展、安全发展,不断进行安全发展的探索和实践,取得了令人瞩目的成绩。我们的做法可以概括为"五个一":"树     

煤矿粉尘的危害及防治措施

为有效控制煤矿井下粉尘量,减少粉尘对煤矿安全生产和工人身体健康的影响,在分析粉尘产生的原理、种类和根源的基础上,结合煤矿井下尘源点的特点,提出煤层注水和喷雾降尘的综合技术措施,即煤层开采前实施煤层注水,开采过程实施喷雾降尘,同时运用与尘源点环境相匹配的传感器和电磁阀等设备,达到自动喷雾降尘的目的。采取的综合防尘技术措施能提高煤矿井下防尘效率,改善了井下作业环境,减少粉尘对煤矿工人的危害。     

抗旱：电力“及时雨”——电力职工抗旱保电纪实/电力“及时雨”

连续两年，电力人度过了两个难忘的春节。 去年是抗冰，在南方的崇山峻岭中，电力人雪餐冰宿，度过了鼠年春节。今年是抗旱，在华北的万里农村，电力人和农民兄弟一起，在田间地头，度过了牛年春节。     

明天,谁来当矿工——煤矿问题扫瞄与透视

A篇:煤矿工人怎么了? 九十年代的今天,令人万分惊诧的是,支撑中国工业的脊梁——煤矿工人,却有不少过着瓜菜果腹、夜里轮流睡觉的凄凉而寒酸境地。在川南芙蓉矿务局,笔者作了一次调查。 1994年,国家统计局公布全国职工年人均工资4510元,比上年增长34％;匹川省职工年人均收入比上年增长27.8％。而芙蓉局职工人均3771元(含各类政策性、福利性补贴),仅增长10.5％,距全国职工年人均工资相差近800元。扣除国家公布的物价上涨指数21.7％,矿     

“核”意春节,我们在岗

正对于大多数中国人来说,春节代表着举家团圆,代表着大人小孩一起贴福字、贴对联,代表着除夕夜晚全家老少坐在一起吃一顿团年饭,伴随着电视里播放的春节联欢晚会和窗外的烟花、爆竹声响辞旧迎新,欢声笑语、其乐融融。然而在一些特殊行业,为了保证安全,许多岗位没有"工作日"与"节假日"的区别。对于核工业一些岗位上的人来说,春节不过是一年365天中一个严谨对待的工作日,是依旧按     

团结联合求真务实创新发展提高前进

1．发挥联合优势，举办了一些有影响的大型活动，增强了行业凝聚力和影响力。     

Structure,conduct, performance,and welfare

This paper extends previous analysis of weaknesses of the structure-conduct-performance paradigm and of the price-cost margin as a measure of performance. Sufficient conditions are established under which monotonic linkages may not exist between virtually any two of social welfare, its individual components, structure, conduct, or performance.     

Relationship between innovativeness,quality, growth,profitability, and market value

The purpose of this study is to examine the relationship between innovativeness, quality, growth, profitability, and market value at the firm level. Building on concepts from a resource‐based view of a firm and organizational learning, innovation and quality literature, we propose the innovativeness–quality–performance model, which describes how a firm's capability to balance innovativeness with quality drives growth and profitability, and in turn drives superior market value. Results of structural equation models indicate that (1) innovativeness mediates the relationship between quality and growth, (2) quality mediates the relationship between innovativeness and profitability, (3) both innovativeness and quality have mediation effects on market value, and (4) both growth and profitability have mediation effects on market value. Implications for theories and practices are discussed. Copyright © 2005 John Wiley & Sons, Ltd.     

Knowledge structures of prospectors,analyzers, and defenders: content,structure, stability,and performance

The managerial cognition perspective argues that managers operating in complex, dynamic environments develop knowledge structures that help them focus their attention, interpretation, and actions. We explore the content and structure of top managers' strategic knowledge structures by measuring differences in the level of attention they give in annual reports to strategic issues and themes that Miles and Snow used to describe their main strategic types. Twenty-one themes that form seven main factors describing managers' strategic cognition are identified, and these demonstrate reasonable fit with the Miles and Snow model. We show that expert raters can recognize these factors when they read annual reports that contain them. Cluster analysis is then used to identify groups of firms that share similar profiles on these strategic dimensions which are interpreted as examples of cognitive strategic groups. These groups show alignment with Miles and Snow's strategic types, are relatively stable over time, and differ in financial performance. The sample comprises 1,038 listed Australian firms between the years 1992 and 2003. Copyright © 2007 John Wiley & Sons, Ltd.