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2011年作业7队面临着全力服务采油厂属地油区的修井任务,就在新形势下如何完成全年生产经营任务,成为摆在我们面前的重要课题。我们在总结过去考核以“工时”为介质,干部职工靠挣“工时”发工资奖金,即使队伍无劳务收入、无利润产生的的情况下,队伍利润亏损时干部职工“工时”照样产生,这样就造成队伍亏损、职工挣钱的矛盾局面,不能真正体现职工干部在基层队的利润贡献价值,因此,创立实施了“利率”管理模式。
In 2011, Operation 7 Team is facing the task of providing oil well work in petroleum processing plant. Under the new situation, how to accomplish the annual production and operation tasks has become an important issue facing us. We summed up the past assessment to “working hours ” as the medium, cadres and workers earn “working hours ” wage bonuses, even if the team no labor income, no profit generated under the circumstances, the team profit loss cadres and workers However, the contradiction between the loss of the team and employees’ earning money can not be truly reflected in the profit contribution value of the cadres at grassroots level. Therefore, the “interest rate” management mode was established and implemented.