一次劳动定额管理的成功实践

发布时间：2017-12-28 07:02

本文关键词：一次劳动定额管理的成功实践　出处：《企业管理》2015年06期 　论文类型：期刊论文

【摘要】：正不用行政手段干预生产管理和酬薪分配,让劳动定额和计件工资在项目管理上充分发挥经济杠杆作用。把劳动定额贯穿于组织生产、酬薪分配的整个过程,严格按定额派工、核算工时,实行日清月结。2012年,中国石油天然气管道第二工程公司(简称管道二公司)中标了中亚天然气管道C线工程乌兹别克斯坦段316公里,Ф1219长输管道安装工程,合同期为8个月。在工期短、任务重的情况下,对工程项目施工如何考核,采用何种办法组织薪酬分配,是亟须解决的实际问题。由于之前多种考核分配办法仍存在着平均主义,无法突出先进的弊端,对提高劳动效率没有取得理想的促进效果。经过认真的总
[Abstract]:There is no administrative means to intervene in production management and salary distribution, so as to make the labor quota and piecework wage fully play the role of economic leverage in the project management. The labor quota throughout the organization of production, salary distribution of the entire process, in strict accordance with the quota dispatching, accounting work, Nissin month knot. In 2012 second, China petroleum pipeline engineering company (hereinafter referred to as the two pipeline company) for the Central Asian gas pipeline C line project of Uzbekistan section of 316 km, with 1219 long distance pipeline installation project, the contract period is 8 months. In the case of short period of time and heavy task, how to assess the construction of the project and how to organize the salary distribution is an urgent problem to be solved. Since there are still equalitarianism in various assessment distribution methods, it is impossible to highlight the advanced disadvantages and not improve the efficiency of labor efficiency. After a serious total
【作者单位】：中国石油天然气管道第二工程公司;
【分类号】：F426.22
【正文快照】： 2012年,中国石油天然气管道第二工程公司(简称管道二公司)中标了中亚天然气管道C线工程乌兹别克斯坦段316公里,Ф1219长输管道安装工程,合同期为8个月。在工期短、任务重的情况下,对工程项目施工如何考核,采用何种办法组织薪酬分配,是亟须解决的实际问题。由于之前多种考核分

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