1) yearly salary system
年薪制
1.
With relevant theory of salary, performance management, combined with work practice, while discussing yearly salary of management in business of Sinopec, the key problems are how to solve object, mode, total amount and structure of yearly salary system; evaluation of management' s performance; calculation of risk income; control of extra income and position expenditure.
运用薪酬、绩效管理等相关理论,结合工作实际,讨论中石化直属企事业在实施经营者年薪制时,如何解决好年薪制对象、模式、总额、结构;经营者业绩考核评价;风险收入计算;额外收入和职务消费控制等关键问题。
2.
This paper introduces the Agency Theory, Tournament Theory and Celebrity Effect that reflect the yearly salary system, analyzes the reasons why the yearly salary system is used by private enterprises, showing the necessity of the salery reform of the private enterprises, and proves that the yearly salary system is the most effective motivation scheme for the senior managers of the enterprise.
介绍了反映年薪制的代理理论、锦标赛理论、明星效应说,分析了民营企业实行年薪制的原因,表明了民营企业薪酬改革的必然性。
3.
The paper discusses some core problems, that is: exercising a yearly salary system for the managers of the geological prospecting enterprises; building control and incentive mechanisms.
实行地勘企业经营者年薪制 ,建立对经营者的约束、激励机制是促进地勘企业发展的核心问题。
2) Annual Income System
年薪制
1.
er Sales the Maximum Profit--Implementingthe Annual Income System for the Head of Service Stations,Discussion on How to Make the End-us-;
浅谈成品油终端销售利益最大化的创新——实行加油站站长年薪制
2.
The Appli cati on of Decisi on Tree in Annual Income System;
论决策树法在年薪制中的应用
3) annual salary system
年薪制
1.
Research on the evaluation of top manager’s achievement of in state-owned enterprises with annual salary system;
论国营企业经营者年薪制绩效考核问题
2.
The Key to Implementing Annual Salary System: Establish Effective Benefit Balance Mechanism;
推行年薪制的关键:建立有效的利益制衡机制
3.
Approach to the Practising Annual Salary System of Managers in Zhejiang Province;
关于浙江省推行经营者年薪制的深层思考
4) annual salary
年薪制
1.
A annual salary mode analyse of proprietor in state enterprise;
国有企业经营者年薪制报酬模式分析
2.
Taking the annual salary system and employee-holding plan as ex amples of the"point inspiritment "and"plane inspiritment "respectively,th is study analyses the deficiency in existing mechanism of inspritment and restr iction,and summarizes the key effects of the dynamic shareholding system in the m.
以年薪制和员工持股计划作为“点激励”和“面激励”的代表,分析了现有企业激励约束机制的不足,归纳动态股权制在激励约束方面的要点并提出激励树模型,最后剖析激励树模型的激励特点。
3.
Both the management way of company and the distribution way of annual salary are inevitable for a lawer office to choose in its professional development on a large scale.
公司化管理和年薪制分配方式是律师事务所规模化、专业化发展的必然选择。
5) yearly-salary system
年薪制
1.
This article has analyzed the advantage and disadvantage of two incentive mechanisms of the yearly-salary system and share system, made clear of a series of problems in state-owned enterprises applying the two incentive systems and proposed some understanding and suggestions how to get a suitable incentive mode and how to encourage and restrain the behavior of operators through salary systems.
文章分析了年薪制和股票期权制两种激励机制的优劣点,国有企业在运用两种激励机制一系列现实问题。
2.
EVA bonus system and yearly-salary system are two important models in modern company incentive mechanism.
EVA奖金制度与年薪制是现代公司激励机制中的两种重要模式。
6) yearly salary
年薪
1.
At present yearly salary has been main form of operator participating in income distribution in the state-owed enterprises, but it has appeared some problems in the process of the implementation.
目前年薪制是国有企业经营者参与企业收益分配的主要形式,但是在实施过程中,出现了一些问题,文章针对这些问题,提出了经营者人力资本参与企业收益分配的模式,最后提出了一些政策性建议。
2.
The author argues that it is imperative to institute a yearly salary system for the managers in geological prospecting units, even though there may be some difficulties.
文章认为 ,对地勘单位经营者实行年薪制有一定的困难 ,但势在必行。
补充资料：JIT准时制生产(及时制生产)
JIT准时制生产(及时制生产)：是应用拉引式生产物流控制原理的方法。在生产系统中任何两个相邻工序即上下工序之间都是供需关系，如何处理这种关系，就是生产物流所要研究的问题。按照传统的生产计划组织生产(包括MRP)，物料根据预定的计划时间由供方向需方逐个工序流动。需求方根据上一工序送来物料的数量和到达时间进一步加工。需求方接受物料完全是被动的，如果出现不可预料的因素，物料可能提前或延迟到达。延迟到达将使生产中断，必须在生产计划中留有余地，以避免这种现象的发生。这样一来，必然存在或多或少、提前到达的现象，从而导致系统中库存量的上升，产生种种库存多余的弊病。JIT的方法改变了传统的思路，由需方起主导作用，需方决定供应物料的品种、数量、到达时间和地点。供方只能按需方的指令(一般用看板)供应物料。送到的物料必须保证质量，无残次品。这种思想就是以需定供，可以大大提高工作效率与经济效益。
说明：补充资料仅用于学习参考，请勿用于其它任何用途。
参考词条