Recently, a regiment of the Xinjiang Military Region announced the list of personnel to be commended and rewarded for the year 2024. Three members of the armored assault vehicle company of a certain battalion were awarded third class merit, sparking heated discussions among officers and soldiers. Why? In this camp, the company has the lowest strength and organization, but by the end of this year, it ranks second in terms of the number of meritorious personnel. It precisely indicates that when we carry out commendation and reward programs, we do not use the number of people as a criterion or condition, but rather adhere to the principles of war orientation and combat effectiveness standards Deng, the instructor of the battalion, said, "Only in this way can it truly have an inspiring effect!" In fact, when researching and recommending the list of personnel for commendation and reward, the party committee of the battalion encountered a difficult problem: this year, under the guidance of major tasks, many officers and soldiers of the battalion have achieved outstanding results. However, the number of commendation and reward quotas is limited. How to ensure fairness and impartiality in the evaluation of merits and awards, and that officers and soldiers are convinced? They compiled a list of recommended meritorious officers and soldiers from each company, put it on the table, and compared them one by one. The result showed that the armored assault vehicle company with the smallest number of personnel had three people ranking among the top. A new question arises: although recommending all three comrades to meet the relevant regulations, should we do so? At the meeting, some people raised different opinions: "The number of commendation and reward quotas is limited, and should be appropriately tilted towards companies with a larger number of personnel." "Armored assault vehicle companies have the least number of personnel. If three people make contributions at the same time, other companies will definitely have objections." Listening to everyone's speeches, Instructor Deng found that some comrades still have the idea of "balanced care". In the past, there were indeed similar situations in organizing merit evaluations and awards, where the number of merit recipients was allocated according to the number of personnel. But doing so may seem like everyone is happy, but it actually reduces the "value" of recognition and rewards, leading to a decrease in the enthusiasm of some grassroots units and officers and soldiers to strive for excellence instead of increasing. The quota for commendation and reward cannot be allocated according to the proportion of personnel establishment Instructor Deng expressed his attitude, 'We will measure everyone's performance with the standard of combat effectiveness. Whoever has outstanding achievements and significant contributions will be recommended. If this issue is not handled properly, it will undermine the authority of the organization and affect the morale of the military.' In fact, as early as the deployment of the year-end commendation and reward work, the party committee of the regiment specifically stated: strictly implement relevant regulations, adhere to the principle of performance orientation and combat effectiveness standards, and do not engage in balanced care or rotation. In the view of Instructor Deng, the root cause of some officers and soldiers' misunderstanding of this is that the orientation towards war has not yet been firmly established in their minds. After repeated research, the party committee of the battalion unanimously agreed to recommend three officers and soldiers from the armored assault vehicle company as candidates for the third class merit award. At the same time, in order to demonstrate the attitude of the camp party committee and clarify the ideological misunderstandings of some comrades, Instructor Deng organized a discussion throughout the camp on the theme of "what is the direction of commendation and reward". I think we should highlight the contribution rate to the preparation for war, so that the awardees have confidence, the unsuccessful ones are convinced, and the non awardees are motivated. "" I think we should establish a clear direction, so that capable, well performing, and highly contributing officers and soldiers can become 'coveted'. "In the speech, the officers and soldiers gradually reached a consensus: merit awards should still be based on actual achievements. The news of three comrades being awarded the third class merit at the same time came, and the officers and soldiers of the armored assault vehicle company were greatly encouraged: "We just need to hone our own skills, and rest assured to leave other matters to the organization." Commander Chen of the company said, rewarding one person to inspire a group of people. Only by encouraging and cheering for capable and practical individuals can organizations motivate more officers and soldiers to root themselves in their positions and make achievements. (New Society)