fixed salary system 中文意思是什麼
fixed salary system
解釋
固定工資制-
Meanwhile, it compared the traditional salary system and pointed out that fixed salary system is the least effective, while the annual salary ignores the long - term performance of the enterprise and can not
同時也比較性研究了傳統薪酬制度，指出固定工資制是最差的薪酬制度，沒有任何激勵作用；年薪制忽視了企業的長期發展績效，也不能使股東效用最大化。 -
And these measure are : first stringing then management of work - effect, reducing the rate of fixed salary, combining prize distribution with the work - effect ; second system of standard work - hour that carried out on workers who work in product ion, technical staff setting up technical key task subject, enlarging risk mortgage on managers, year salary for managers ; third floating salary for worker, establishing special training prize fund, flexible management of work - hour, establishing such encouraging system as worker ' s holiday with salary
在分配機制上降低固定工資的比重，獎金分配與效益直接掛鉤；第二，在考核制度上，在加大對各部門總體經濟指標的考核力度的同時，對職工個人的績效考核力度也逐步加大；第三，在激勵手段上，一線職工實行標準工時考核制度，技術人員設立技術攻關課題，加大管理人員風險抵押，經營者試行年薪制，職工崗位工資浮動管理，設立專項培訓獎勵基金，作息時間彈性管理，建立職工帶薪休假制度等具體激勵措施。 -
So, this paper that is based on the their own characteristics and their status, discusses the salary system ’ status and problems of the middle and small - scale iron and steel enterprise, and point out some new creative thoughts according to the compensation rules of the shuicheng iron & steel group company and nanjing iron & steel united co., ltd. in the principle which retaining and motivating the key staff is mainly and recruiting the employees from the external is supply, we should do seriously the job analyze and post appraisal, and adopt the market pay level which is the hybrid policy. in the additions, in the guidance of the hierarchy of the need theory, takes the deference measures to design the compensation structure according to the executive 、 the middle and low level manager 、 technicians and operative employee doing the contributions to the enterprise, adjusts the ratios of fixed wages and variable wages, uses the annual salary system for the executive, implementing the dual ladders to the managers and the technicians
為此，本篇論文主要是根據中小鋼鐵企業的自身特點，論述了中小鋼鐵企業的薪酬體系的現狀和存在的不足，並結合水城鋼鐵（集團）公司和南京鋼鐵聯合有限公司兩家鋼鐵企業的薪酬制度，提出了相應的創新思路，即在以留住、激勵關鍵人才為主，以外部招聘員工為輔的思想指導下，認真做好工作分析、崗位評價工作，採取混合政策的市場薪酬水平，同時，在需求層次理論的指導下，根據經營管理人員、一般管理人員、技術人員及操作人員對企業的貢獻不同採取了不同的薪酬結構設計，調整了特殊人群的固定工資和浮動工資的比例，對經營管理人員實行年薪制，對技術人員和管理人員實行「雙梯制」的職業發展通道，從而確保了薪酬制度的公平性、經濟性、激勵性，不同程度地鼓勵了企業特殊人才的工作積極性和主動性，優化了企業的制度，提高了企業的核心競爭力。 -
In traditional pay system, compensation is mostly fixed, i. e. base salary, double pay and benefits, etc. in other words, there is no relation between employees " performance and the pay they receive. increment will be given during the year profit is made
傳統的薪酬制度，薪酬組合元素大多數是固定的，例如底薪、雙糧和福利等，換言之，每個員工所領取的薪酬與其績效表現無關；只要企業有盈利，員工薪金便會逐年提升，極欠激勵力度。 -
When social pooling plus individual retirement account comes into effect, the issue of keeping the fund ' s balance will become more complicated than the old cash - in and cash - out pension mechanism. in the old system, a retired worker ' s pension money is calculated with a fixed ratio according to his of her salary when in employment
養老保險制度在實行「社會統籌與個人賬戶相結合」計發辦法和部分積累籌資模式后，養老保險基金收支平衡問題將比現收現付籌資模式和按退休前工資比例計發養老金方法更為復雜。 -
The corporation has been fettered not only by the corporate culture formed in the planned economy period, such as the employing system, managing employees system, salary system, agent risks, and good faith of marketing etc, but also the many years separated and managing fixed organization pattern, which lacks of the homeostasis with its surroundings same as an open system, makes the corporation runs with low efficiency and extremely slow answer speed against marketing
企業不僅受到諸多計劃經濟時代形成的企業文化的羈絆（諸如:用工機制、幹部機制、分配機制、代理人風險、市場誠信等等） ，而且多年形成的條塊分割、流程固化的組織模式，缺少開放系統應有的與環境互動的變革，使得企業運行效率低下，市場反應速度極慢。
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