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石家庄长征胶鞋总厂,原是一个集体小厂。近三年来,改革为企业注入了活力,使之一跃成为工业总产值过亿元,年创利润1200多万元,并在技术装备、管理水平上有明显提高的大中型胶鞋企业。回顾这几年走过的路程,我们着重作了以下几个方面的探索。一、从理顺分配关系入手,强化企业内部的动力机制。1984年前后,为打破分配上的“大锅饭”,我们推行了超定额计件奖励分配法,即完成定额后,每超产一双鞋奖励0.17元,每出一双残次品扣0.09元。这个办法,比吃“大锅饭”固然是一个进步,
Shijiazhuang Changzheng Rubber Shoes Factory, formerly a collective small factory. In the past three years, the reform has injected vitality into enterprises, making it become a large and medium-sized rubber shoe enterprise with a total industrial output value of over 100 million yuan and annual profit of more than 12 million yuan, and a significant improvement in technical equipment and management. Looking back at the distance that we have traveled over the past few years, we have focused our attention on the following areas of exploration. First, we should start with rationalizing the distribution relationship and strengthen the internal motivation mechanism. Before and after 1984, in order to break down the allocation of “big pot rice,” we implemented the method of bonus distribution of over-quota pieces, that is, after the quota was completed, each pair of super-productive shoes was awarded 0.17 yuan, and each pair of defective products was deducted by 0.09 yuan. This method is certainly an improvement over eating a “big pot.”