【正文】 參考文獻(xiàn)： [1] 滕一先 .現(xiàn)代企業(yè)人力資源解決方案的性能 管理與實(shí)施 . [M]. China Material Book . 163185. [2] Jim Schell, Smallbusiness Management Guide, CITIC Publishing . 5760 [3] 王學(xué)禮 .企業(yè)薪酬設(shè)計與管理 [M]. 廣州：廣東經(jīng)濟(jì)出版社 , ,3239. [4] 張畢西 .中小型企業(yè)績效管理方案的研究 [J]。本文建議，公司在考慮價值 /工資率和計劃時薪率的基礎(chǔ)上確定自己的 目標(biāo)計件工資率。新的系統(tǒng)已實(shí)施一年并取得了明顯的改善。生 產(chǎn)和技術(shù)條件應(yīng)隨著時間變化，所以公司應(yīng)該定期評估輸出結(jié)果并實(shí)施。 V. 調(diào)整和實(shí)施 為了確保輸出系統(tǒng)符合預(yù)期目標(biāo)，實(shí)施前，有必要進(jìn)行廣泛的解釋和溝通，來幫助工人了解這個系統(tǒng)。 計件工資率的目的是鼓勵工人提高工作效率，保證低成本和高品質(zhì)。 m= 這個月的批量數(shù)。 Kq = 次品率 Km =對于 材料消耗率 德 獎懲率 （通常， Km = ） 。 例如，適合批量不少于 200件， = 。 =產(chǎn)品 計劃 工資率 。 如果實(shí)際工資率高于行業(yè)平均水平，應(yīng)該進(jìn)行深入分析，找出是否是 因?yàn)?較高的實(shí)際工資率，或存在管理 問題 。 當(dāng)設(shè)置的計件工資水平， 應(yīng)當(dāng) 遵守公平原則，從而調(diào)動職工的積極性。第二 是總生產(chǎn)價值中 的比例工資。 有時候， 分階段 逐步調(diào)整是一個必要過渡 方法 。 條件 ② 適合相對 工資水平。 定義： β i =Wei/Woi。 考慮不同職位的工作時間不盡相同，我們根據(jù)下列公式 （ 1） 比較了工人的實(shí)質(zhì)時薪 ： W ei = Si/Ti (1) W ei=工作 i的 實(shí)際時薪 。 工件配額水平直接決定 了生產(chǎn) 效率，質(zhì)量和成本 [4]。 為了保持產(chǎn)品質(zhì)量， 往往 雇用很多人作在生產(chǎn)現(xiàn)場檢查產(chǎn)品質(zhì)量，從而增加了工時消耗。 D．缺乏有效的工件配額管理，使得工人注重數(shù)量不注重質(zhì)量。 管理者 往往會 像一名消防員，在現(xiàn)場解決問題。 統(tǒng)計工作的復(fù)雜性和結(jié)果的記錄將會大大增加。 在這個制度下，生產(chǎn)力只能 靠 工人的意識維持，這是難以控制的工時成本。因此，他們傾向于放慢他們的工作速度，這將導(dǎo)致生產(chǎn)力下降。前者使得配額不是太高就是太低。在實(shí)踐中，這通常導(dǎo)致工作效率和產(chǎn)品質(zhì)量的下降 .在計件工資中，工人的工資由生產(chǎn)產(chǎn)品的數(shù)量和計件工資率決定，這種支付模式能激勵工人提高生產(chǎn)率，但是的工人更關(guān)注數(shù)量而非質(zhì)量。對于“生產(chǎn) 訂單”，由于產(chǎn)品的多樣性和數(shù)量的不確定性，很難確定正確的工件配額，因此很難保證職工工資水平的公平性。 例如，物流控制，質(zhì)量標(biāo)準(zhǔn)化和控制化，生產(chǎn)計劃和進(jìn)度，保證交貨時間和生產(chǎn)成本。為了滿足客戶的需求，降低風(fēng)險，國外和國內(nèi)經(jīng)銷商也改變了他們的訂購模式。 I. 中小型制造企業(yè)的經(jīng)營特點(diǎn) 隨著中國加入 WTO，中國的中小型生產(chǎn)企業(yè)將面臨 更廣泛，更激烈的競爭。 根據(jù)企業(yè)的經(jīng)營特征， 通過案例研究，分析了計件薪酬制及其缺點(diǎn) 。 feeling of affiliation, all of which are aimed to increase the enterprises39。 n I = numbers of rejectproducts in sample products from batch i。 N =total output finished by a worker。 3) Product piecerate based on planed hourly rate: m= numbers of workingprocedure of product. 4) Determine the piecerate adjustment coefficient: 5) Determine the batch modification coefficient .The batch of orders varies greatly in madetoorder enterprises. According to the learning curve theory, the batch has significant influence on productivity, so, there should be a batch coefficient to modify the piecerate, for example, for batch less than 200 pieces, = 。s target profit rate and planed cost may be reached. We can set the planed wage rate, 。s real wage data and output value, one can get the mean wage rate KeV: Sj=Total wages in period j。 another factor is the percentage of wages in total production value. This is related with the management level and labor productivity. The third one is the difference between the pany39。 Ti = real monthly working hours of job I. First, based on the skills and education level required by each job and the work intensity, referring to the average wage level in the industry, one can determine the planed hourly rate of each job. Definition: β i =Wei/Woi。 it is hard to control the manhour cost. For jobs based on handwork, timewage system usually results in low productivity. If piecerate system is adopted, because the lack of valid method to set the work piece quota, the quota level tends to be loose, obviously, this will increase costs. Besides, in the workplace of madetoorder enterprise, to cope with the changes of product varieties, workers are required to have different skills and be able to perform various tasks. The plexity of work result record and statistics will increase significantly. Negligence in Monitoring and controlling will bring forth statistical errors and thus give the rise of abnormal increase of production costs. C. Work piece Quota Inconsequence Increase the Difficulty of Plan and Control Work piece quota is the primary basis to balance the production capacity, staffing, setting duedate, establishing operation plan, carrying through the scheduling and controlling. However, Work piece Quota Inconsequence will increase the difficulty in management, which may cause confusion and crisis in the production scene, under which circumstances managers have to act like a fireman, rushing to solve the problems in scene. Enterprises like this seldom have effective production plan, because technical facilities cannot be prepared well in advance and material supply time, quality and quantities cannot meet the requirement of production. There will always appear the problems like standdown for supplies, equipment failure and inferior quality. As a result, it is hard to predict and guarantee the leadtime of the orders and the late delivery thus bees quite mon. D. Lack of Valid Work pieceQuota Management Makes the Workers Focus more on Quantity than on Quality In an outputbased system, quantity is the major factor determining the workers39。 wages have to be decided by product quantity produced and the piecerate. This pay system will encourage workers to improve productivity, but workers tend to focus more on quantity than on quality. In addition, statistical work and management are hard