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企业分配制度改革,是“三项制度”改革的内容之一,是转换企业内部机制的重要方面。烟台市农资科技服务中心,从分配制度的改革入手,极大地激发了企业的内在活力。烟台市农资科技服务中心成立于1998年,是从事农资经营业务的企业,现有职工55人,其中安置下岗职工39人。公司成立时熟悉化肥业务的只有从农资公司调过去的7名职工,其他人对这项工作生疏。为了激发企业活力,他们以工资分配为杠杆,引导职工学习业务、钻研技术,做到了千斤重担众人挑,人人创利有指标,通过不断完善,初步建立起与工效挂钩,有高有低的分配机制。起初公司采用的是按岗设薪分档发放工资的办法,对中层副职以上人员的月工资分4档,职工的工资一律按最低工资标准发放,在此基础上按销售创利情况划分6个档次,每档增资100元。但分配差距拉得不够大,不利于调动干部职工的积极性。据此,1999年下半年他们又对浮动工资进行了调整,对职工加大了浮动工资比例,中层以上干部工资与年利润计划进度、所在部门销货量紧紧捆在一起,即副经理本人销售数量须达到本部门人均销售量的2.5倍,科长销售数量达到本科人均销售数量的2倍,副科长的销售数量达到所在科室职工的1.7倍,工资分三级按一定比例确定人员数。这种工资分配方式取得了一定成效,但由于受浮动工资封顶、固定的工资档次人员比例的局限,还是不能充分地调动员工的积极性。于是,从1999年11月份开始,他们在企业内部再次进行分配制度改革,建立
The reform of the distribution system of enterprises is one of the contents of the “three systems” reform and an important aspect of transforming the internal mechanisms of enterprises. Yantai agricultural science and technology service center, starting from the reform of distribution system, has greatly stimulated the inherent vitality of enterprises. Yantai agricultural science and technology service center was established in 1998, is engaged in agricultural capital management business enterprises, the existing staff of 55 people, including placement of laid-off workers 39 people. The company was founded only familiar with the fertilizer business transferred from the agricultural capital of the past seven workers, others unfamiliar with this work. In order to stimulate the vitality of enterprises, they use their wage distribution as a lever to guide their workers in business learning and technology research. They have done their best to meet the needs of all people, and have made every effort to create profits. Through constant improvement, they have initially been established with high efficiency and low allocation mechanism. At first, the company adopted the method of setting salary according to salary and sub-file. The monthly salary of the above-mentioned mid-level deputy was divided into 4 grades. The wages of employees were all distributed according to the minimum wage. Based on this, 6 grades Each file replenishment 100 yuan. However, the distribution gap is not big enough, which is not conducive to mobilizing the enthusiasm of cadres and workers. Accordingly, in the second half of 1999, they adjusted their floating wages again. They increased the proportion of floating wages, the salary of middle-level cadres and the annual profit plan, and the sales volume of their respective departments was closely tied together, that is, the deputy manager himself The number of sales should reach 2.5 times of the average sales volume in this department, the sales of chiefs should reach twice of the per capita sales of undergraduate department, the sales of deputy chiefs should be 1.7 times of the employees of the department in charge, and the salary should be fixed at certain levels in three levels. This method of distribution of wages has achieved some success. However, due to the limitation of the floating wage ceiling and the fixed wage rate, the staff motivation can not be fully mobilized. Thus, starting from November 1999, they reformed the distribution system within the enterprise and established