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我厂由于奖金计算方法不够合理,分配制度不尽完善,每到月末,各车间都要为奖金计算争执不休。车间嫌工人生产效率低,工人怨车间脱产人员多,前方车间嫌后方车间没定额,后方车间说前方车同拿钱多,最后还是采取“和稀泥”的办法,奖金发下去了事。职工抱怨,领导棘手。为此,从今年元月份开始实行“千只表(套件)奖金含量包干制”。主要从以下几个方面入手: 一、制定和修订工时定额。首先组织专门人员,下到各车间、班组、机台,进行跟班操作,调查摸底,对各道工序进行核实,从而得
Because of the unreasonable calculation method of bonuses in our factory, the distribution system is not perfect. At the end of each month, all workshops must contend for the calculation of bonuses. Workers in the workshop suspected of low productivity, the workers complained about the number of workers in the workshop, and there was no quota in front of the workshop in the rear workshop. The rear workshop said that the car in front had the same amount of money. Finally, it took a “difficult mud” approach and won the award. Workers complain that their leadership is tricky. To this end, from the beginning of January of this year, the “1000-table (kit) bonus content contract system” has been implemented. Mainly from the following aspects: First, the development and revision of fixed time quota. First, organize specialized personnel, and go down to the workshops, teams, and machines to conduct follow-up operations, investigate and find out, verify each process, and obtain