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福州市东街口百货大楼前一阵在销售疲软的情况下,取得了较好的经济效益和社会效益,他们主要从三方面下功夫: 一、深化企业改革,发挥广大职工的积极性。他们从1983年起相继搞了一些经营承包责任制改革试点。一是划细核算单位,由原来4个商品部分成8个商品部,以便于专业管理和核算。二是改革用工制度,对中层干部也实行聘任制,一年一聘任;职工是等级挂牌服务,柜台允许优化组合,从而大大调动了干部和职工的积极性。三是分配制度改固定工资为“百元销售工资含量”办法,工资奖金与工作量、创利税挂钩,多劳多贡献就可多收入,真正做到奖勤罚懒。四是采用现代化的设备,搞好企业的内部管理,如使用微机、闭路电视、传真机等,领导随时掌握商
In the case of a weak sales situation, the Dongjiekou Department Store in Fuzhou City achieved good economic and social benefits. They mainly devoted their efforts in three areas: First, deepening corporate reforms and bringing into full play the enthusiasm of the employees. Since 1983, they have successively carried out pilot projects for the reform of the contract responsibility system. One is the delineation of accounting units, from the original four commodities into eight commodity departments, in order to facilitate professional management and accounting. The second is to reform the employment system, and also employ the appointment system for middle-level cadres and hire them once a year. Employees are grade-listed and counters are allowed to optimize their portfolios, which greatly mobilizes the enthusiasm of officials and employees. The third is that the distribution system changes the fixed wage to the “hundred yuan sales salaries” method. The salary bonus is linked to the workload and the profits and taxes. More contributions and more contributions can earn more income and truly be rewarded. The fourth is to use modern equipment to do a good job in the internal management of enterprises. For example, the use of microcomputers, closed-circuit televisions, fax machines, etc