Remuneration is a financial system that regulates monetary relations between an employer and an employee. According to the established legislation, payments must be made on time and in the prescribed amount. Article 129 of the Labor Code of the Russian Federation contains basic information about the rules for making payments.

Tariffs and salaries are regulated by various legal acts and agreements. In disputable situations, federal legislation is recognized as dominant and decisions are made in accordance with it. For example, instructions for calculating the tariff rate are contained in Art. 143 of the Labor Code of the Russian Federation.

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piecework wages

piecework wages - this is one of the varieties of wages, which involves the dependence of the amount of money on the quantity or volume of work submitted.

The amount of work submitted can be calculated in the number of units produced, the number of tasks completed, or in another dimension. At the same time, the quality of work, the complexity of the task, working conditions and the required level of qualification are taken into account.

Advantages of piecework payment

From the employer:

• The interest of the employee in the performance of the maximum amount of work.
• The employee is also responsible for fluctuations in output.
• There is no need to control the work process, since payment is made after the fact and before that there is an opportunity to assess the volume of work and its quality.
• It is believed that if an employee is ready for piecework pay, he knows how to work productively.

From the worker side:

• It has the ability to independently control its earnings and increase it by increasing the volume of work.
• Work on a piece-rate basis is available even to novice specialists, workers without a reputation.

Disadvantages of piecework pay

From the employer:

• Possible decrease in product quality to increase production volumes.
• Often the costs of product quality control are equal to the total costs of control in other production areas.
• It is not uncommon for workers to rush and violate safety procedures or equipment handling rules, leading to injury and breakdowns.
• Workers don't particularly care about production costs.
• Psychological factor - the employee does not feel belonging to the team of the company and does not work for a common result, but only for the sake of his own enrichment.
• Some types of work are quite difficult to measure in all respects, respectively, there are difficulties in determining the amount of work performed.
• High staff turnover, which comes from a psychological factor, rarely employees are aimed at the prospect of long-term cooperation.
• The need to introduce any compensatory payments in order to smooth out possible fluctuations in earnings.

From the worker side:

• Earnings are unstable, this fact scares many workers who do not like risks.
• The employer is not always able to take into account all the factors that affect the result, but often do not depend on the employee.
• The wage rate may be lowered as output increases, so that the amount of work is not directly proportional to the amount of earnings.

Types of piecework payment

Piece-rate payment is divided into:

1. Direct piecework. It provides for a direct relationship between the volumes performed and the amount of earnings. The rates (rate) are fixed, depending for the most part on the specifics of the work, its conditions and the qualifications of the employee.

   It should be noted that when using this type of payment, the employee is least of all interested in the company's production growth and improving overall performance indicators. So this type of payment is more suitable for hiring temporary workers.

2. Piecework premium. In essence, this is the same as direct piecework, however, it involves the presence of incentive payments for work above the plan or the high quality of the product produced.
3. Indirectly piecework. It helps to calculate the salary for maintenance personnel involved in the care of equipment or a place of work. It is quite difficult to determine the volume and quality of the work performed. To calculate wages, you need to divide the rate by the rate of production of workers using serviced equipment. Bonuses under such a system are usually assigned for trouble-free operation of equipment.
4. chord. Such a system is designed to perform work with a limited time frame. Then the worker knows the price for the entire volume and knows in what period of time he needs to complete the work. If the task takes a long time to complete, an advance is paid. The practice of paying bonuses for doing work earlier is common. due date. It is used mainly in those areas where it is difficult to ration labor in a different way: during repairs, construction.
5. piece-progressive. Such a system involves the payment of production rates at standard rates, and after exceeding the plan, rates increase. Typically, increased rates do not exceed the standard by more than 100%. Usually a piece-progressive system is introduced for a certain period of time in those areas of production where maximum performance is needed. This method of payment is quite costly for the employer.

How is piecework wages calculated?

When carrying out calculations, a system of fixed prices is usually used for a unit of output or the performance of an agreed volume. This approach allows you to take into account the maximum number of factors and set a stable price for labor.

Prices directly depend on the temporary norms of production, tariffs and the category of work. To calculate the final rate, divide the hourly rate (or daily or normalized) by the rate of output for the same period of time. Payments can occur both individually and to a team of employees.

With a direct piecework wage system, calculate wages according to the formula: Wage \u003d Piece rate per unit of output (type of work) x Quantity of manufactured products (work performed)

Piece-rate and time-based: what is the difference

In fact, piecework and time payment- these are polar approaches to wages and, accordingly, to its assessment.
Hourly pay assumes that the employee spends his time in the most efficient way. The employer hopes that the result of the employee's work will be more valuable than the purchased time.

When using piecework payment, time spent is not kept. Often the employer does not know how many hours the production of the product took and it is difficult for him to determine its cost. The entire responsibility for the efficient use of time is borne by the employee, he also bears the costs associated with the irrational distribution of time. Often workers themselves set piece rates for their work.

Types of wages

At the moment, the legislation provides for several types of wages:

1. Main. It consists of:
   • payment for a fixed period of time, payment for a specified amount of work, subject to the calculation of payments according to the piecework system, as well as time or progressive payment;
   • overtime payments for work more than the established period, for night work, for any work performed in excess of the norm specified in the contract;
   • payments for production downtime that occurred due to reasons beyond the control of the employee;
   • bonus payments, as well as incentive allowances and incentives.
2. Additional. It consists of:
   • payment of time not worked for reasons beyond the control of the employee in the event that such an opportunity is provided for in the contract and in the legislation;
   • holiday payments;
   • payments to employees on maternity leave and nursing;
   • teen benefits;

In addition to species, classification by form is also used. These include:

Time payment is based on the amount of time that the employee spent at work. Usually the number of working hours is prescribed in the contract.

Time payment may include:

• hourly pay;
• tariffs (daily or hourly);
• some norm, established by agreement and helping to make a different measurement of hours worked.

Time payment consists of:

• simple- assumes that the employee is paid for a certain amount of time that he spent on the work process, regardless of how much and what products of labor were produced;
• premium- assumes that in addition to payments based on hours worked, bonuses are provided for high quality work.

Piecework payment is divided into several subspecies. Read more about each type of payment below.

Legislation

Guarantees for the timely and full transfer of payments are established by Article 130 of the Labor Code of the Russian Federation.

According to the legislation, the state provides guarantees for:

• minimum wages;
• monitoring the level of salaries of employees of budgetary institutions;
• regulation of the size of tax deductions for wages;
• imposing restrictions on in-kind wages;
• regulation of federal legislation in accordance with the interests of workers;
• exercising state control over the fulfillment of wage obligations;
• holding unscrupulous employers accountable;
• establishing rules regarding the timing and sequence of payments;
• control over the implementation of legislation.

Under the piecework system, the work of an employee is paid depending on the quantity of goods produced, services rendered, or the volume of work performed. It is permissible to use piecework pay when an accurate calculation of the results of an employee's work is possible.

In our article we will consider some features of piecework wages.

What is piecework salary

Piecework payment allows the employer to increase the productivity of employees, it is especially relevant in production - factories, factories, etc. In contrast to the time-based form of payment, an employee on a piece-rate is interested in doing as much as possible, because the more he works out, the higher his salary will be.

Simple piecework wage - this is the result obtained by multiplying the quantity of products (works, services) produced by the piece rate.

For example, a worker has to make 5 parts in 2 hours, so his hourly production rate is 2.5 parts per hour (5 parts: 2 hours). At an hourly rate, say, 250 rubles. per hour, the piece rate is: 250 rubles / hour: 2.5 parts = 100 rubles / piece. Knowing how many parts an employee produced per month (let's say 450 pieces), it is easy to calculate his salary: 100 rubles / piece. x 450 pcs. = 45,000 rubles.

So in the system of remuneration, the piece rate determines how much a unit of the result of work should cost.

If bonuses are also paid to employees for good results, then we are talking about piece-bonus salary. Bonuses can be set as a fixed amount or as a percentage of the employee's earnings.

For example, if the monthly production rate is met and there is no marriage, employees are paid a monthly bonus of 10% of piecework earnings. The employee's salary amounted to 45,000 rubles, while he exceeded the norm by working without marriage, for which he will receive a bonus of 4,500 rubles. (45,000 rubles x 10%).

Thus, piece-bonus wages are the same simple piece-rate wages that provide for bonuses to employees for achieving certain indicators.

The piece rate may vary depending on the quantity of products produced (services rendered, work performed) per month.

For example, the following prices are set in production: for the production of 100 items per month, the piece rate is 200 rubles per piece, and products produced in excess of the norm of 100 pieces are paid at a rate of 250 rubles per piece. If an employee produced, for example, 115 products, then his salary will be calculated as follows:

(100 pieces x 200 rubles/piece) + (15 pieces x 250 rubles/piece) = 23,750 rubles.

This piecework form of wages is called piece-progressive .

Also apply indirect piecework payment when an employee is not directly connected with production, but without his labor this production is impossible. The salary of such workers depends on the earnings of those who work in the main production.

Lump payment It is used in team work, when the reward for the completed task is divided among the members of the team, based on the time worked by each of them.

Piece work order

What is the basis for calculating wages for piecework wages? To record working time, a time sheet is used, and to record the results of labor, an order for piece work.

There is no officially approved piece work order form, so the employer can develop it himself, taking into account all the required details for primary documents. For some industries, unified accounting forms have been approved (waybills, order for piece work in agriculture etc.) that you can use when developing your forms.

• description of the work performed, services provided, or product names,
• the norm of time per unit of production (works, services),
• amount required and accepted,
• rate,
• the norm of hours, or days, and the amount of time worked,
• the accrued amount of payment and possible surcharges.

The reverse side of the order may contain a time sheet.

The outfit is filled out for each piece worker, and in case of piecework payment, an outfit is issued for the entire brigade.

I am sure that for the majority of Russian entrepreneurs the question: a deal or not a deal, is not worth it. Definitely a deal! In a society where money rules, it cannot be otherwise. Money is the strongest motivator. And if you create a direct relationship: the result is money, then you will get the most effective model of the enterprise.

Indeed, piecework wages have solid advantages for the enterprise:

Firstly, every worker understands that the more he works, the higher his wages. Therefore, if he needs money, and, as you know, there is never a lot of money, he will literally “die” at the machine, only in order to get as much of this desired material well-being as possible. And the natural human greed, fueled, or even kindled, by the media, more than ever pushes the employee to give all the best, as they say, "to the fullest."

Secondly, the deal allows the employer to completely secure itself from lazy or unproductive workers. If the employee does nothing, then he does not earn anything. He doesn't need to be paid for work he didn't do. And the share of wages in the unit cost of production is always constant. The risk of paying for the idleness of employees is reduced to zero - the employer pays only for those actions of the employee that led to the desired result.

Thirdly, the transaction, as a rule, is accompanied by the full material responsibility of the employee for the results of his work. In other words, the employee bears all the risks of possible product defects. He, through a system of fines, fully compensates the employer for all the losses incurred by the latter from the negligence of the employee. And this is fair, although not always legal.

Fourth, the full material responsibility of the employee makes him more rationally treat the raw materials and materials, monitor the consumption of materials and fall into the established norms of technological waste. The employer, in turn, can, and usually uses this, save on the quality of the material. Making candy out of "shit" is main duty deal worker.

Fifth, the employee treats the tools and equipment entrusted to him more carefully, since the maximum amount of work that the employee can “squeeze” out of them depends on their condition. Often an employee is forced to make or buy at his own expense various fixtures and tools to improve your productivity. For the employer, this is another cost savings item.

At sixth, since the employee himself is interested in as much work as possible, the deal allows the employer to reduce the costs of maintaining the structures that control the employee. And really, why force an employee to do more and constantly control him so that he does not shirk from work, if he himself is eager to "fight" - just have time to "throw" him work. In addition, the transaction leads to the creation of an internal highly competitive environment at the enterprise among employees for the most profitable work, which further encourages them to do as quickly, more and better as possible, and creates additional leverage for the employer to manage, or rather manipulate, employees. What else does an employer need?

Seventh, the transaction almost does not imply the costs on the part of the employer for training and advanced training of employees. They pay more for skilled labor, and since workers strive for more earnings, they themselves are interested in improving their skills. “Learning”, as a rule, occurs by observing older comrades and stuffing your own “bumps”, since no one will teach competitors to themselves. Here, as in natural selection, - the strongest survive, and this leads to an increase in the overall efficiency of the enterprise.

And, finally, workers who go to work solely for money see it as an inevitability, a waste of time, an obligatory payment for subsequent pleasures. Working time is not associated with a full life, therefore, their requirements for the surrounding reality during this period are minimal. They do not need to create additional comfortable conditions for work. You can get by with the minimum necessary set of mandatory amenities. They are little interested in the "working" atmosphere in the team, since every man is for himself. Yes, and mine workplace everyone equips it on their own - there is no time for ergonomics, the main thing is that it allows you to give the maximum volume. With minimum costs - maximum results.

A huge plus for both the employer and the employee. But, while listing the pros, it is impossible not to mention the cons. In the transaction, he is alone - it can not always be applied.

So let's sum it up. The deal is:

• strong motivation, and, consequently, high performance;
• high quality of products without additional costs for its maintenance;
• reducing to zero the risks of increasing the cost of production due to laziness and negligence of individual employees;
• reduction of costs for control over productivity and consumption of materials; no costs for training and creating a comfortable environment for employees.

This is the opinion of the majority of Russian entrepreneurs. But…

If you have worked in real operating enterprises with their problems, achievements, successes and failures, you should have noticed that all the above arguments often work exactly the opposite.

I’ll make a reservation right away that piecework wages can be justified if the following conditions are met at the same time: the work is low-skilled, the number of operations is limited, the work is temporary, or the employer is not worried about high staff turnover. If all three conditions converge in your enterprise, then you can use the deal. But even in this case, it will not be the most efficient solution.

The only thing that justifies the leaders who care about piecework wages is their inability or unwillingness to use stronger, but at the same time more troublesome and complex, methods of motivating their employees.

But first things first.

We all dream of a good life, we all strive for material well-being, and for this, as you know, you need money. Much money. So much money. And from all sides they constantly inspire us and prove that success and wealth are two inseparable things. Yes, and happiness, which, as you know, even though you can’t buy it for money, but without a material base it’s somehow not so bright, and it’s short-lived. About "paradise in a hut" - this is not about us at all. How can one not resist and not become greedy, greedy, mercantile, in the good sense of these words. This is a very strong motivation. This is exactly what any manager needs from his employees.

Everything would be fine, but there is one "but" that spoils everything.

All people are lazy. All. There is nothing offensive here. This is the law of nature. Laziness is the engine of progress.

Diligence and even workaholism is one of the manifestations of the multifaceted properties of laziness: either disorder in personal life and an attempt to avoid difficult everyday problems (instead of resolving them) into the illusion of full employment in a less problematic job, which is most common. Or the desire, even an obsession, to get rid of the piled work as soon as possible. But, as you know, work tends to "be fruitful" without ending. And in parallel with the first work, a second, third, etc. appears.

Thanks to laziness, each person has his own limit of value, but not consciously - at the subconscious level. And for each materially motivated person, there comes a moment when the level of his material income becomes equal to his internal material needs, his internal self-esteem. At such a moment, further material motivation stops working, because. stumbles upon an insurmountable barrier of the organism's unwillingness to exert itself once again in order to obtain unnecessary material benefits.

But what about: “there is no extra money”? Can not be. Who will refuse extra money if they fall from the sky without additional strain? But if you need to make efforts and not small ones to get this very extra money, then each employee will prefer to rest once again. Let me remind you that we are talking only about material motivation.

I repeat, material motivation always has a limit. Of course, over time, this "ceiling" for each prosperous employee grows, and for a disadvantaged one it falls, but it always exists.

Moreover, often, after the income of a worker has reached the limit of his value, material well-being has the opposite effect: a worker with increased needs wants to receive more income for the same work than before. And if he does not get what he wants, he remains unsatisfied. “No matter how much you feed a wolf, he still looks into the forest.” It ends with his dismissal and transfer to another company.

Piecework wages give a noticeable effect only at the first moment of its implementation - productivity really increases, sometimes significantly. But a person quickly gets used to everything, so further - stagnation and a drop in performance. And additional incentives are required: deductions, fines or even bonuses, which are not always effective.

Of course, in a transaction, theoretically, the wage fund should directly depend on the volume of output. But in practice, everything is not so simple.

Firstly, in any enterprise there are so-called office workers and management personnel who are on time wages or on salaries, and their work, although very important, is, in general, not directly tied to the volume of output produced by the enterprise.

Secondly, in the production itself there are a number of workers, mainly service personnel who are not directly involved in the manufacture of products. Their work increases the costs of the enterprise without adding value to the products. Therefore, no matter how paradoxical it sounds, the less they work, the more profitable the company. And if they are on a deal, they will always find something to do with themselves, bringing additional harm to the company.

Thirdly, it is impossible to digitize everything, unless, of course, your company is digging a trench “from sunrise to fence”. There are always jobs, I would even say, there are always jobs that, for one reason or another, are not included in the list of approved tariffs. And then the question arises: how to pay for them? This is usually achieved through negotiations with employees, finding compromises, agreements on some ceiling amounts (i.e., taken “from the ceiling”), often tied not to the results of the work performed, but to the time it was completed, because no one knows its exact size.

Fourth, any new employee, no matter how highly qualified he is, cannot immediately and painlessly "join" the new working conditions for him. Each company has its own characteristics, and it takes time to adapt to them. Therefore, for newly hired employees, there is a period of entry into a new company (I'm not talking about a probationary period), during which this employee, as a rule, is determined by time wages, because. at first, his productivity will be extremely low, he will not earn anything and will simply quit after the first days of work. But even this period, which usually lasts one or two months, is often not sufficient to reach the desired performance. Moreover, no one teaches him, does not instruct him, because. all the "old" employees are on the deal, and they have no reason to waste their time on a newcomer. Moreover, he is their competitor (but more on that below). And the new employee himself is forced to "flounder" in his problems and try to "swim out" on his own. Usually, a new employee leaves immediately after he receives his first piecework salary, or a little earlier, estimating what he can get in the end. Therefore, at enterprises with piecework wages, there is a very large turnover among newly hired workers, and not only - simply, a large turnover.

Full financial responsibility, fines, deductions - this is also an illusion of insurance for managers from unscrupulous employees, not to mention the illegality of such methods. First, the wages of an employee only in rare cases can cover the damage caused by him from the manufacture of low-quality products. Secondly, any employee, and especially a good one, should have the right to make a mistake, so he will endure requisitions, considering them unfair, as long as his salary with these fines fits into his cost limit, in fact, the fines are already taken into account by him in the tariffs. As soon as the manager crosses this line, and this will definitely happen sooner or later, and the employee will receive much less than he expected, he will either quit immediately or next time he will refuse to perform difficult work with unpredictable risks. In any case, the enterprise will lose a good employee for a certain type of work.

In general, with piecework wages, material punishment practically does not work. An employee is connected with the company in which he works only with money, and when the manager breaks this thin thread, depriving him of his only attachment, the employee simply leaves for another company. Only the force of inertia and the same "known evil" in this company and the unknown in another makes individual workers remain faithful to their enterprise. But this is rather an exception.

It is obvious that an employee who needs only money from the company, always money and nothing but money, is only interested in producing as many products as possible with the least of his own efforts, on the volume of which his earnings directly depend. This is achieved by constant violation of technologies and outrageous operation of equipment. He is only interested in the quality of the manufactured products until the quality control department checks or transfers to another site, what will happen next with his product is absolutely not important to the employee. And no punishment or persuasion of the employee that, for example, the condition of the equipment depends, including its production, and, consequently, earnings, can not change the situation. He is not directly paid for this work. He is paid only for the external result, with little control over the process of obtaining this result and, as a result, without imagining the consequences either for the result itself or for the objects involved in this process. For an employee, only a limited list of operations with fixed rates is of value, for the sake of which he goes to work. This list does not include equipment maintenance, technology compliance, product quality improvement, and respect for company property.

Another problem with piecework pay is discipline. Because the employee, as if he himself is interested in high productivity, then it is believed that it is not particularly necessary to customize it. He has to adjust himself. But, in addition to the fact that all employees are lazy, as we have already found out, few of them are prone to self-discipline, and if we give them free rein, we will get a long buildup at the beginning of the month and an emergency at the end before closing the reporting period for payroll. It is clear that in such a situation there is no need to talk about any planning, the rhythm of production, high productivity, product quality, careful attitude to equipment and tools. Even in a transaction, workers need to be tightly managed.

But, piecework pay gives the worker a certain illusion of freedom. Because he is paid only for what he has done, and in this sense he does not owe the enterprise anything: if he did not do it, then he did not receive it, then he believes that he has the right to determine for himself what and when he should do. And it is sometimes very difficult to overcome this situation.

In addition to labor discipline, due to the internal labor regulations of the company, which, incl. determines the duration of daily work, and the time of the beginning and end of work, and the time of breaks in work, etc., there is a concept: “production discipline”. It includes all aspects directly related to the production process: compliance with technologies, and implementation of approved deadlines and plans, etc. Each manager who considers his income must ensure that the employee performs the required amount of work within the strictly allotted working time interval . This is due not only external obligations companies in front of their customers in terms of order fulfillment, which is also important, but also purely economic considerations.

The presence of an employee in the territory of the employer always has costs for the latter, even if the employee is not paid a salary. This includes cleaning of the territory, and security, and lighting, and ventilation, and heating, etc., even labor protection. Therefore, a competent manager is always interested in the fact that the employee does as much as possible in the strictly allotted time for this and does not overwork, even with piecework wages. Again, this can sometimes be very difficult to achieve in a deal. Often, instead of properly organizing their working day and doing everything, employees stay after the end of working hours, go out to work on weekends. Employees are not paid for this time, but the company incurs additional costs. Many managers are forced to put up with this, or increase the staff of controllers. This is another paradox: the number of managers and supervisors with piecework pay increases compared to time wages.

But this is not the worst. The transaction requires accurate accounting of all technological operations that the employee performed during the accounting period and their conversion into his salary. And this is expensive software, and a whole staff of collectors of this information, accountants, calculators, etc. In addition, in each salary payment, there will definitely be 10-15% of “calculated” workers, each of whom must be dealt with. At the end of everything, add to this list of "servants" of the transaction also specialists who will constantly conduct timing and change existing tariff rates or establish new ones when technological processes change. And this will definitely need to be done.

Another negative side of the deal is the fierce competition of employees within the team. Competition is good only between companies, and competition within a company is unacceptable. Some elements of competition, competitiveness between employees are only welcome, but competition should not be allowed.

The fundamental difference between “competition” and “competition”, which I put into the meaning of these words, is that competition involves defeating an opponent according to established rules and due to the improvement of one’s own performance, and competition allows any tricks, incl. aimed at worsening the performance of the opponent up to its complete destruction.

Therefore, competitions in the team, and even aimed at helping those who are lagging behind, only strengthen the corporate spirit, improve the business climate, and contribute to the improvement of the skills of employees. In general, they increase the status motivation of employees.

Competition breeds enemies within the team, reduces productivity, makes management dependent on production "stars", increases staff turnover, and worsens the quality of products. There are cases when workers harm each other, secretly causing damage to the products of a "competitor", breaking his tool. As a result, not only the competing employees themselves suffer from this, but also the enterprise.

Competition arises because nothing unites workers in a team, each for himself. They are forced to fight, sometimes in the literal sense of the word, for profitable orders, for a new tool, for high-quality raw materials. In war, as you know, all means are good. And it is also known that in war there are no casualties and destruction, and it is primarily the enterprise that suffers from this.

The heads of enterprises, most often, do not notice this competitive struggle, or pretend that they do not notice, because competition is good: the strong will survive, the weak will be tempered. But even in a free market, there are rules governing competition, limiting monopolies. At the enterprise, if this is not suppressed or at least not regulated, then as a result, just like in the market, everything is monopolized by several workers who dictate their terms to the management. They are not interested in the development of new technologies at the enterprise - why do they need extra headache, nor in raising their own qualifications - it is easier not to allow other workers higher in their qualifications to enter their sphere of interests. It is very difficult to deal with these, because. in order to put them in their place, you first need to have an alternative for them in case they leave, but you cannot create an alternative - they will prevent this in every possible way.

Another statement that does not require much explanation: the deal creates temporary workers. An employee motivated only by money will leave the company as soon as he considers that he will be paid more elsewhere than here. Which often happens.

In general, there is nothing surprising in what is described above. What you manage is what you get.

Piecework wages motivate only the volume of operations performed at a particular workplace. I repeat, the net deal is not aimed at increasing the output of finished products of the enterprise as a whole, but only at irregular bursts of activity in local production sites. As a consequence, the transaction always increases the production cycle and generates huge production and warehouse stocks, incl. illiquid assets. The logic here is clear: each participant in piecework wages, including not only direct executors - workers, but also brigades, sections, workshops, is only interested in producing as many profitable products as possible at his workplace, without caring a little about workload and needs of neighbors in cooperation. Therefore, at certain moments, when “all the stars have aligned”, and this particular workplace is fully provided with both orders, raw materials and semi-finished products, and free production capacities, there is a temporary increase in productivity, and the rest of the time there is sluggish activity in anticipation of the missing components. production process. At the same time, each workplace is simply littered with incomplete orders.

In conclusion, I want to say that piecework wages can be made more efficient. To do this, it is necessary to organize the work of the enterprise so that all employees are motivated for the common goals of the enterprise. But for this, time wages are better suited.

- this is a method of payment in which the amount of earnings of each employee is directly dependent on the amount of work performed. This takes into account the complexity of production, the working conditions provided, as well as, of course, the quality of each unit produced. In other words, this method of payment can be characterized as the most efficient and rational combination of interests of both the employee and the employer. The piecework form of remuneration has a fairly clearly defined focus. The presented method of payments is often used when it is necessary to improve the quantitative indicators of output.

Consider the varieties available today. There are the following main categories:

This is one of the simplest types. Its essence lies in the fact that the amount of earnings is calculated depending only on the volume of production and the qualifications assigned to the employee. Unfortunately, it is this way payment cannot interest an employee and stimulate him to improve both general indicators and qualitative results.

2. Piece-progressive type of payments

This concept implies two tariffs, according to which wages are calculated. The first applies to the production of products within certain norms. All units issued in excess of the available limits are paid at an increased rate. However, this piecework form of remuneration has some peculiarities. For example, the amount of earnings of each individual employee may increase faster than the overall productivity. Therefore, it will be more rational to use such a system in cases where it is necessary to produce a large volume of products in a short time.

3. Piecework-premium form

Similar in structure to the first type, however, it also includes various bonuses that are paid to employees for improved qualitative and quantitative indicators, as well as for exceeding production standards.

4. Indirect piecework form of remuneration

Used to reward workers for maintaining equipment. The calculation and accrual of earnings to such employees is made depending on the results achieved by the piecework workers they serve.

5. Lump-sum payment form

It implies the encouragement of labor for the performance of a set amount of work. In this case, accruals can be made to several persons. Quantity calculation Money, which are distributed accordingly among employees, is made taking into account how much time each member of the team worked. This method of payment is widely used in cases where labor cannot be rationed. Common examples are construction, repair work, and so on.

One of the key organizational issues at the enterprise is the choice of the form of remuneration. In most cases, employees of enterprises receive remuneration in accordance with their salary and hours worked. However, this scheme can not be applied in all organizations.

For example, it is not suitable for enterprises where it is extremely important for the manager to increase the productivity of the staff, and also where quantitative indicators of the work performed can be taken into account. In such cases, the best option is the introduction of a piece rate. The essence of this option for calculating employee remuneration will be discussed later in the article.

General information

Piece rate is a form of remuneration for employees, in which the amount receivable directly depends on the amount of work performed, units of output produced. You can enter this calculation option with personnel if you can calculate the result of labor and track its quality.

In most cases, time wages are used. According to this scheme, for example, health workers, teachers, administrators, security guards, accountants, etc. receive remuneration. suitable option calculation for welders, turners, copywriters, taxi drivers, repairmen, etc.

Employee motivation

Often the manager, seeking to increase the interest of employees in labor activity, uses a combined calculation procedure: piece rate and a fixed amount of wages.

As a rule, in such cases, the employee is guaranteed to receive a small monthly salary. It allows you to provide primary needs during the "dead season". In addition to this salary, the employee is paid for each unit of products sold or manufactured.

Important indicators

To determine the piece rate, you need to know some additional values. Among them:

• Production rate. It represents the minimum number of items that must be manufactured or sold in a given period of time. As a rule, hourly, monthly, daily norms are set.
• Tariff rate. It represents the minimum guaranteed amount of an employee's remuneration per month. The rate is set according to qualification. It is worth saying that the salary is only a part of the salary. In addition to the tariff, it may include social payments, bonuses, etc.
• It is a scheme for calculating the payment for work in accordance with its complexity and the qualifications of the employee.

How is the piece rate determined?

Let's consider the calculation procedure using an example. Suppose the company has set a daily norm for a milling machine operator - 120 parts. The tariff rate is 1200 rubles per day. For a month of work, the miller was able to process 2400 parts.

The piece rate is determined by dividing the rate by the norm:

P \u003d 1200 / 120 \u003d 10 rubles / piece.

The monthly salary of a milling operator will be:

10 x 2400 = 24,000 rubles

At some enterprises, the production rate is determined by the time spent on performing operations, and a slightly different procedure for calculating the piece rate applies. In this case, the calculation is somewhat more complicated.

Let's say the company has set a time limit of 30 minutes for one operation on the machine. The hourly rate is 150 rubles/month. During the month of work, the employee was able to perform 600 operations. Calculate the piece rate. In this case, it is equal to:

P = 150 x 30/60 min. = 75 rubles / operation.

For a month, the employee will receive:

75 x 600 = 45 thousand rubles.

Direct piecework pay

Employees' earnings are determined in accordance with the volumes performed using fixed amounts established depending on qualifications.

For example, the piece rate of a seamstress of the highest category is 50 rubles. for one product. She sews 600 items a month. Accordingly, her earnings will be 30 thousand rubles.

piece-rate premium payment

With this form of calculation, a premium is provided for the production / sale of products in excess of the established norm. Improvement in productivity, improvement in the quality of products, reduction in the number of defects, costs, etc. can also act as bonus indicators.

Indirect piecework earnings

This form of remuneration is used to pay for the work of employees responsible for the smooth functioning of the equipment. Thanks to these specialists, the main production staff is not idle.

The calculation is carried out by multiplying the prices by the number of products produced on the production line.

piece-progressive form

This option is used to sharply increase the output. With such a scheme, until the norm established by the enterprise is reached, the calculation is carried out at fixed prices. If the volume of output starts to exceed the norm, higher tariffs are used.

Such a system is considered one of the most motivating.

chord diagram

It involves the calculation not for a unit of goods, but for a separate operation or the entire work as a whole. In the order for the performance of the production task, the start and end times of the activity are set.

As a rule, such a scheme is used in agricultural, transport, construction enterprises. However, it can be installed for individual worker or brigades.

Conditions for transition to piecework payment

It is advisable to introduce such a system at an enterprise if:

• Accounting for manufactured goods or services provided.
• The supply of materials, raw materials and other resources for production is carried out uninterruptedly.
• The company operates efficient system quality control.
• Adequate billing schemes and production standards have been developed.
• It is possible to track the quantitative performance of each individual employee.
• The company had a need to significantly increase the level of sales / production.

Advantages

Piecework allows you to:

• Increase production and sales volumes.
• Increase employee motivation.
• Track the quality of work of each person individually.
• Encourage employees to self-development if the increase in pay depends on personal qualities.
• Increase the mutual support of employees. This is relevant for the chord brigade system - the whole team is interested in the quick completion of the work.

Disadvantages of the piece rate system

Among the main disadvantages are:

• Possible decrease in the quality of work due to haste.
• The need for uninterrupted supply of materials and components.
• The unwillingness of the employee to do other things besides work. For example, cleaning the workplace, cleaning equipment, etc.
• Possible non-compliance with technology, safety rules.

The desire to quickly complete the work can lead to high costs of raw materials and materials.