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“职工建议制”作为职工参与企业管理的一种方式,是由美国伊斯曼·柯达公司在1898年创建的。这一制度的核心在于:广泛动员企业的全体员工,为提高企业的经营管理水平,优化产品设计,提高产品质量,改进工艺流程,降低产品成本以及拓展产品市场,树立企业、产品的声誉等出谋献策。据专家们测算,在实行职工建议制的企业里,企业花在奖励方面的费用支出与其收益之比高达1/50。无怪乎在目前美国、日本及西欧的企业里,都纷纷采用了这一古老而又有效的管理方法。企业领导层若运用这一制度开发员工的智慧,就必须做好如下几方面的工作: 1.企业从上到下的各级领导者,都必须对职工的“合理化建议”活动给予高度的重视和热心的鼓励(包括精神的和物质的)。这是推行这一参与管理制的前提之一。正是由
“Employee Advice System” as a way for employees to participate in business management was created by the American Eastman Kodak Company in 1898. The core of this system is: to mobilize all employees of the company, in order to improve the company’s management and management level, optimize product design, improve product quality, improve process flow, reduce product costs and expand product markets, establish corporate and product reputation, etc. Make plans. According to estimates by experts, the ratio of the expenditures incurred by enterprises in respect of rewards to their earnings is as high as 1/50 in the enterprises that implement the employee recommendation system. It is no wonder that in the current U.S., Japan, and Western European companies, this ancient and effective management method has been adopted. If the enterprise leadership uses this system to develop the wisdom of its employees, it must do the following tasks: 1. Leaders at all levels of the company must attach high importance to the “reasonable suggestions” activities of employees. And enthusiastic encouragement (including spiritual and material). This is one of the prerequisites for implementing this participatory management system. It is by