在班组管理中首当其冲地问题应该是搞好员工最为敏感的奖金分配。奖金分配要体现多劳多得奖勤罚懒的分配原则。首先要落实考核制度,这是为分配创造良好的先决条件。我们制氧厂空压班采取对组员每日工作情况记录制,以此为评奖提供原始依据,评奖时召开班组会,将当月工作进行总结,对每个组员为何嘉奖或扣奖及工作情况进行讲评,使当月每个组员该拿多少奖金一目了然,增加了奖金透明度。其次,要做到分配公道、透明、不能做好好先生。在奖金分配中,我们做到扣罚手不软,奖励不封顶,分配制由大家订。这样就能使被罚的职工引起震动,让被奖的职工舒心满意。在奖罚分配的同时,我们坚持分配公开,每月都把文明生产奖、质量奖、劳动纪律奖及总奖多少分类做上台帐,让组员监督,以公开、公正的分配去赢得组员信任,这样做的结果,大大减少了分配的失误,同时使职工有了压力,使分配具有民主性、公开性,提高了大家的工作积极性。 Bear the brunt of team management in the management of the problem should be to do the most sensitive employee bonus distribution. Bonus distribution should reflect the principle of lazy distribution of labor and penalty. We must first implement the assessment system, which is to create a good precondition for distribution. Our oxygen plant air pressure classes to take a daily record of work crew members, in order to provide the original basis for the awards, the team will be held when the awards, the month’s work will be summarized on each member of the awards or deductions and work awards Situation comment, so that each member of the month to take the number of bonuses at a glance, an increase of transparency of bonuses. Second, to be fair, transparent and not be a good man. In the bonus distribution, we do deduction is not soft, incentives are not capped, the distribution system ordered by everyone. In this way, the employees who have been punished will be shaken so that the award-winning employees will be satisfied. While rewards and penalties are allotted, we insist on the principle of openness and distribution. Each month, we make the classification of the civilized production prize, the quality award, the labor discipline prize and the grand prize so that the team members supervise and win the group with an open and fair allocation As a result of their trust, the result of such a move has greatly reduced the allocation error and at the same time put pressure on the staff and workers so that the distribution is democratic and open, raising the enthusiasm of everyone.