However was real to carry out such work fully only in special cases and on separate, not most difficult operations. By more difficult production when it is necessary to normalize tens of thousands of constantly improved operations against continuously replaced product range, such work not only is incredibly labor-consuming, but also is most often technically impracticable.
Let's consider these two points together since generally they, it is possible to tell, have much in common. It is natural that under other equal conditions, the worker will be employed for work in that firm where pay more. Ho, exists also the return situation that to firm is unprofitable to pay too much, differently its profitability decreases.
At all not all workers are capable to show 100% - ny productivity. The lower bound of productivity to which there has to be a performer having a certain length of service is the level of 85%.
Participation in profits (income) consists in distribution of their certain part between employees of the enterprise which can be urgent (for example, monthly payments) or to act in the form of distribution between workers of stocks of the enterprise.
informal methods - are very subjective and are not exact, though are quite simple and rather cheap. These methods are based on opinion of experts. The difficulties arising when using this method are precisely described by the following example: "The head considers that the subordinate has to carry out 50 units of work an hour, and that carries out about 3 If thus the worker says that he tries very much and works at an opportunity limit, it will be difficult for chief to prove justice of the requirements". The similar situation daily meets in our practice. It is rather actual for scientific and educational institutions.
70%-Nye productivity - that level which can be taken for the minimum admissible. Work with a smaller productivity is not favorable to firm: the working area, the used equipment and in some cases the paid salary is not compensated with the corresponding return.
The enterprise chooses from all variety of the existing forms and systems of compensation what more correspond to specific conditions of production: to character of products, the applied technology, level of management, a sales market, demand volume, etc.
Management of productivity - a component of management of industrial production. Management of productivity, as well as management in general, on a scientific basis was for the first time put by F.U. Taylor who "persistently insisted on need and possibility of the most exact definition of that limit of speed at which work can and normal conditions will not be slowed down on the whole days throughout all life and thus not to do to the worker any harm, remaining, however, economical in sense of time".
If Taylor and his next followers considered work of any individual with a certain productivity with its very insignificant deviations, current managers in much bigger degree should consider that circumstance that different workers on various operations are capable to carry out as quantitatively, and qualitatively significantly various volume of work.
With growth of technical increase in production to subject work of the performer to a rigid regulation if work is conducted on the conveyor, became impossible at all. Owing to these reasons the great value was got by systems of material and moral incentive of workers.
50% productivity - usual performance level when do not take serious measures for its increase. Range of 40-60% (i.e. 50% level) does not mean that people work only a half of working hours. 50% productivity mean that performers for all provided time perform only a half of the regulated work.
The people making the contribution to achievement of the all-organizational complex purposes help other groups of the organization and try to approach a solution in a complex, have to be rewarded by gratitude, an award, recognition or promotion. It is not less important that the system of remunerations did not encourage not constructive behavior of individuals or groups.
With impossibility of carrying out detailed rationing and control the norm turned into range, and stimulation of workers became a task of managers works closer to the upper bound of range, that is is more productive.