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岗位价值管理与班组预算管理相比,共同之处在于,二者都是把少部分人群组成的价值实体作为一个单元进行核算与管理,在企业内部模拟市场化运作,由大成本向小成本核算转变,是企业在管理过程中向精细化、制度化、规范化方向的延伸。不同之处在于,班组预算管理以班组为单位,薪酬支付以核定班组业绩多少为主要依据,由于个人能力和劳动付出有所差异,所以个人所得主要体现在个人能力和对班组贡献大小上,缺点是忽视人才建设,无法突出体现技术含量、岗位价值等方面的特殊贡献。
The commonality of job value management and team budget management is that both of them are accounting and management of a small part of the population consisting of value entities as a unit, simulating the operation of marketization in the enterprise, from large cost to small cost accounting Change is the extension of the enterprise in the management process toward the refinement, institutionalization and standardization. The difference is that the team budget management team unit as a unit, the payroll to the approved team performance based on how much, due to differences in personal ability and labor pay, so personal income is mainly reflected in the individual capacity and contribution to the team size, shortcomings It neglects the construction of talents and can not give prominence to the special contribution of reflecting the technical content and post value.