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我厂的经济责任制经历了一个由粗到细、由局部到全员的发展过程。一、从目标管理和联产计奖起步我厂从1982年二季度起,在科室推行了目标管理制度,按季下达,按季考核,根据各科室目标管理项目完成情况,把奖金水平分为特等、优胜、优良三档,拉开了科室在奖励分配上的差距,改科室在奖励分配上的大锅饭为“中灶”,起到了促进科室工作效率和管理水平提高的效果。对车间也从1982年二季度开始,改进了奖励制度和考核办法,实行了按实物标准产量的考核办法
The economic responsibility system of our factory has undergone a process from coarse to fine, from local to full. I. Starting with the target management and joint production awards Since the second quarter of 1982, our factory has implemented a target management system in the department, issued quarterly, and assessed quarterly, according to the completion status of each department’s target management project, dividing the bonus level into The special grade, excellent win, and excellent third grade have opened up the gap in the distribution of awards among departments, and reorganized the department’s big pot of rice on the distribution of rewards as “Zhong Zao”, which has the effect of promoting the efficiency and management level of departmental work. The workshop also started from the second quarter of 1982, improved the reward system and assessment methods, and implemented the assessment method based on the standard output of physical objects.