Labor rationing at an enterprise is used for... Break time is the time during which the employee does not take part in work. It is divided into the time of regulated and time of unregulated breaks. Who is responsible for the standards at the enterprise?

Labor organization is the form in which the economic results of labor activity are realized. Therefore, labor organization is considered as an integral part of labor economics.

Labor organization refers to the rational combination and division of labor of people employed in the production process, provision of professional and qualified personnel in accordance with the nature of production, as well as proper organization and equipment of workplaces.

Object labor organization is to determine rational forms of labor organization at each workplace and improve working conditions. The implementation of any labor process involves:

Establishing the purpose of the activity;

Guided by production technology, establishing a list of production operations and their sequence;

Certain labor cooperation;

Organization of workplaces;

Development of rational techniques and methods of work;

Establishment of labor standards and payment systems.

To ensure appropriate organization of work, it is necessary to create safe and healthy working conditions at the enterprise, as well as labor planning and accounting.

If production is sensitive to everything new that appears in the field of labor organization and systematically introduces it into its practice, then we have the right to talk about scientific organization of labor (SLO).

A scientific approach to labor organization allows the best way connecting equipment and people in the production process ensures the most efficient use of material and financial resources, reducing labor intensity and increasing labor productivity.

The most important feature in the organization of work is its focus on solving interrelated groups of problems:

Economic;

Psychophysiological;

Social.

Fundamentals of technical labor regulation

Labor regulation is part of the organization of labor at an enterprise. Under labor rationing refers to the process of establishing scientifically based labor costs to perform a certain job.

Technical labor standardization takes into account the achieved technical and organizational level of production and the possibilities for the most rational use of labor resources. The effectiveness of the applied remuneration systems and their impact on productivity growth depend on the quality of labor cost standards.

In practice the following are used types of labor standards:

Standard time;

Production rate;

Standard of service;

Number of people (controllability) ) ;

Standardized task.

In order to find out what parts make up the various labor standards, it is necessary to study the classification of working time costs.

In accordance with this classification/! All work time employee is divided into:

Working hours;

Time for breaks.

And also for standardized and non-standardized working time costs.

Structure of technical standards of time

Fig.6. Time norm structure

Classification of the contractor's working time costs allows us to identify the magnitude and causes of losses, as well as irrational working time costs. For this purpose, time spent in the workplace is studied.

Study of working time costs carried out using observation and time measurements:

1. Photography working day - studies all the time spent by the contractor for a certain period of work.

Self-test questions:

1. A system of indicators characterizing the labor potential of an enterprise.

2. Labor productivity: factors and reserves of growth.

3. The essence and significance of labor regulation and management.

2. Timing studies only direct costs, i.e. performer's working time.

Thus, the study of working time costs allows us to obtain the necessary data to improve the organization of labor, identify reserves for increasing labor productivity and calculate technically sound labor standards.

Labor standardization methods

Specific methods for calculating standards depend on the characteristics of production processes.

In practice, 2 methods are used:

Experimental and statistical;

Analytical.

Experimental-statistical the method cannot be recognized as scientific, since the standards are developed without the necessary analysis of actual working conditions. The analytical method is progressive, as it involves studying the cost of working time at each workplace.

N output = T/N time

N - production rate per shift.

T duration of work shift

N - time standard - time spent per unit of production.

When rationing the labor of specialists, standards for the time spent on performing the types of work assigned to them are used. These standards should, if possible, cover all stages and types of work, and correctly take into account the influence of factors on labor intensity and conditions for performing work.

For managers, the number of subordinates and deputies and the amount of working time spent on the types of activities assigned to them are regulated.

Labor standards cannot remain unchanged for a long period and are subject to periodic updating as the labor intensity of manufacturing products decreases.

Enterprises must carry out systematic work to identify and use reserves for increasing labor productivity and establishing progressive standards.

Remuneration of an employee in market conditions

Wages are the price of labor.

Types of wages:

1. Nominal - the amount of money that the employee receives in hand after paying taxes.

2. Real is the mass of goods and services that can be purchased with the money received, taking into account the price factor.

A prerequisite for expanded reproduction is an economic law: the growth rate of labor productivity must always outpace the growth rate of wages.

Remuneration of workers in modern conditions

The basis for the correct organization of remuneration is the tariff system, as well as the forms and systems of remuneration used for workers.

The main components of tariff conditions of remuneration when developed separately for workers and employees are:

The minimum wage rate for an employee as the basis for calculating the tariff rates of workers and official salaries of employees;

Tariff rates of the first category, differentiated by the main tariff-forming factors (labor intensity, types of work, working conditions) and forming the so-called vertical of first category rates;

Tariff rates by category, differentiated by the complexity of the work performed (qualifications) and forming the so-called horizontal rate scale (tariff schedule);

Schemes of official salaries of employees, including managers, specialists, built taking into account the complexity of the tasks they perform job responsibilities;

tariff and qualification directories of jobs and professions of workers, qualification directories of positions of managers, specialists and employees by industry.

Thus, the tariff system consists of three main elements: tariff rates, tariff schedules and tariff-qualification reference books.

An enterprise can independently carry out work on the tariffing of its employees, but usually the Unified Tariff and Qualification Directory of Work and Professions of Workers (UTKS) is used for these purposes. In addition, familiarity with the techniques used in ETKS can help build rational system wages in enterprises.

According to ETKS, the vast majority of blue-collar professions are charged on a 6-bit scale.

Forms and systems of remuneration of workers.

There are two main forms of remuneration: piecework and time-based.

At piecework payment the measure of labor is the products or services produced by the worker, and earnings depend on the quantity and quality of the product produced, since under this system wages are charged for each unit of service based on the established piece rate:

C = ______ T ______ or C = T x N time

H output

where: T - tariff rate

N production - production rate

N time - time norm

There are: direct individual, indirect piecework, piecework-progressive, piecework, piecework-bonus and as a percentage of revenue (from sales of products).

With time-based wages, the measure of labor is the time worked and the employee’s qualifications, and earnings are accrued in accordance with the employee’s tariff rate or salary for the time actually worked. Salary is calculated using the formula:

ZP = T x V, where:

T - tariff rate of the qualification category assigned to the worker

B - actual time worked.

A time-based form of payment can be used to pay auxiliary workers, such as mechanics on duty, electricians, storekeepers, accountants, plumbers, due to the difficulties of rationing and quantitative measurement of their work. In modern conditions, a simple time-based and time-based bonus system of remuneration has become most widespread.

An important role in material incentives for labor is played by surcharges, allowances To wages, Various types payments Typically, additional payments and allowances are divided into two groups: compensatory and incentive.

Size compensation payments(for working conditions deviating from normal, for work in the evening and at night, holidays and weekends, overtime) is determined by the enterprise independently, but must not be lower than the amounts established by the relevant decisions of the Government of the Russian Federation.

Incentive payments additional payments and allowances for high qualifications, professional skills, for combining several professions, performing the duties of an absent employee, bonuses, and remunerations are determined by the enterprise independently and are made within the limits of available funds. The amounts and conditions of their payments are provided for in collective agreements or contracts with the employee.

In market conditions, all additional payments and allowances have no restrictions on areas of labor activity, and are usually mandatory for enterprises of all forms of ownership. In the process of setting additional payments and allowances, enterprises have the opportunity to take into account all the specific features of the work of their personnel.

Additional payments and allowances are usually set in relative amounts and are adjusted when tariff rates and salaries change, taking into account inflation.

The antithesis of the tariff option for remuneration is the so-called non-tariff (distribution) option for organizing wages. It is characterized by the following symptoms:

Complete dependence of the employee’s level of remuneration on the wage fund accrued based on collective work results (in this capacity, non-tariff systems belong to the class of collective remuneration systems);

Assigning coefficients to each employee that comprehensively characterize his qualification level and determine his labor contribution to the overall results of labor;

Assignment of KTU to each employee based on current performance results.

The individual salary of each employee in the non-tariff option represents his share in the wage fund earned by the entire team.

In addition to tariff and non-tariff systems, new forms of remuneration include: mixed systems , and among them - first of all commission form of remuneration and the so-called dealer mechanism. These systems are called mixed because they have characteristics of both tariff and non-tariff forms of remuneration, collective and individual organization of wages.

The commission form involves payment for the employee’s actions in concluding a transaction (agreement) on behalf of the company as a commission percentage of the total size of this transaction. The dealer mechanism provides for the employee to purchase part of the company’s goods and services at his own expense with its subsequent sale through the employee’s own efforts.

For specialists, employees and managers, a salary system is used in accordance with the position held and the staffing table.

Self-test questions:

1. The essence and role of remuneration for workers in modern conditions.

2. Forms and systems of remuneration.

3. Motivation and stimulation of staff work.

TOPIC 6. Organization and regulation of labor

1.Basics of organization and regulation of labor

2. Classification of working time costs.

3. Methods for studying working time costs.

4. Types of labor standards.

The basis and condition for the existence of human society is the productive labor of people. The success of this work is determined by many technical, economic and social factors. Among them, one of the important places is occupied by the organization of labor, which manifests itself in the enterprise in the orderly and coordinated interaction of workers with the means of production, with each other and is aimed at ensuring the successful achievement of production goals.

The concept of “labor organization” has several semantic variants.

In one case, it expresses a phenomenon that exists, has its inherent characteristics and properties. In this sense, the organization of labor is a system of using living labor, a certain order of construction and implementation of the labor process.

In another case, labor organization is understood as the process of establishing and regulating the system of using living labor in an enterprise.

Labour Organization at an enterprise is a system of measures aimed at the systematic and most appropriate use of employee labor in order to achieve high labor productivity.

The essence of labor organization, which consists in establishing a certain order of construction and implementation of the labor process, is revealed through its elements. The elements of labor organization include:

Main directions (elements) of labor organization:

1. division and cooperation of labor;

2. organization and maintenance of workplaces;

3. rational techniques and methods of work, thanks to which the most economical execution of operations is ensured (in terms of the time and effort of the employee);

4. labor rationing;

5. creation favorable conditions labor, strengthening discipline and developing creative activity.

Under division and cooperation of labor The enterprise understands the specialization and isolation of the types of work activities of employees and the establishment of relationships between them.

There are: functional division of labor- separation of individual groups of workers depending on their role in the production process. For example: PPPs are divided into workers (main and auxiliary) and employees; within each group, specific functions of the performers are identified (for example: auxiliary workers are workers engaged in preparing and providing the main production with tools). Establishing the optimal ratio of the number of employees by functional groups is one of the important tasks of labor protection; professional division of labor- separation of separate groups of workers within each functional group by profession, specialty and type; qualification division of labor- separation of more complex operations from simple ones and their implementation by appropriately qualified employees within professional groups.

The division of labor makes it necessary to unite the labor activities of workers so that their joint efforts lead to the creation of finished products. This combination of individual performers to achieve ultimate goal called labor cooperation. The deeper the division of labor, the wider the cooperation.

Labor cooperation at the enterprise is reflected in production teams and units. There are specialized and complex teams (specialized - all participants have the same professions or specialties, but different levels of qualifications and perform the same work (a team of loaders, a team of fitters); complex - workers of different professions perform interrelated, technically dissimilar work. Each member of the team has several professions (complex team of adjusters and repairmen)).

Teams can be shift teams (if all workers work on the same shift) and through or daily (if workers from different shifts are included).

With a team organization of work, it is possible to combine professions and functions, multi-unit services, which are financially encouraged and lead to increased productivity.

Workplace - this is a section of the production area assigned to a worker or group of workers, equipped with the necessary tools. Organization of a workplace includes equipping and uninterrupted provision of tools and objects of labor (equipment, fixtures, signaling equipment, raw materials, energy, etc.) and their placement; maintaining equipment in technically sound condition; product quality control; production training, etc.

The size of the workplace must be sufficient to accommodate equipment, for convenient and safe work, equipment and controls must always be within reach (span of the arm bent at the elbow joint) - to eliminate unnecessary labor movements.

Rationalization of work techniques and methods involves the introduction of progressive and highly productive techniques and methods used by workers. Labor method- a method of carrying out the labor process, characterized by the composition of techniques, operations and the sequence of their implementation.

The task of the OT is to find a method that will ensure the greatest productivity with minimal effort from the performer.

To research and rationalize labor methods, the labor process break down into elements: work practices; labor actions; labor movements;identify best practices and the most appropriate composition and sequence of their implementation (the most economical and productive, the least tedious); reduce unnecessary procedures; combine movements; are looking for an opportunity replace manual techniques with machine ones.

All this is carried out in order to rationalize the working posture, pairing the hands with the tool and control elements (convenience of grasping the object). When analyzing methods for performing techniques, it is advisable to compare the methods of performing them by different performers. When studying the work of workers, you should pay attention to static loads (holding objects suspended, uncomfortable posture) - they lead to rapid fatigue and must be excluded.

One of the tasks of occupational safety is to create working conditions at each workplace that contribute to the preservation and strengthening of human health and performance.

Improvement recruitment and training includes professional selection corresponding to the profile of the enterprise, retraining and advanced training of personnel through the production system technical training. Training and retraining of personnel can be carried out not at the enterprise itself, but at various courses, seminars, and in universities at the expense of the enterprise.

Under working conditions is understood external environment, in which the employee works, the production environment. Working conditions include:

* sanitary and hygienic conditions- characterized by temperature, humidity, air speed in the room, thermal and radiation radiation, industrial noise, vibration, contact with water, salt, carbon dioxide, meat products, etc. There are favorable, acceptable, unfavorable and especially unfavorable microclimatic conditions. The degree of danger of noise depends on its intensity and spectral characteristics; vibration causes muscle diseases; lighting should be uniform;

* psychophysiological conditions - characterized by the severity and intensity of work (physical and neuropsychic stress, pace, rhythm and monotony of work). The intensity of work depends on the complexity of operations, visual and hearing strain, the danger of work, the pace of work, and the monotony of work.

With a persistent violation of psychophysiological working conditions, a disorder of the central nervous system of workers is possible.

* aesthetic conditions

Reducing a person’s fatigue during work and restoring his performance largely depend on the rationality of the applied work and rest schedule . The entire calendar fund is divided into work time and rest time.

Lunch break - in the middle of the working day, regulated rest breaks of 5-10 minutes, the number of breaks per shift depends on the characteristics of production and physiological patterns of changes in human performance. Normal working conditions - after 8 hours of work there should be 16 hours of rest, 40 hours per week - in normal conditions, 36 hours a week - in harmful conditions. When working in 3 shifts, there should be an equal number of day, evening and night shifts in all teams.

Strengthening discipline. Labor discipline presupposes that employees conscientiously perform their assigned duties. rational use tools, working time, compliance with regimes, sequence and methods of processing objects of labor, increasing productivity, improving product quality, compliance with labor protection and safety regulations.

Labor discipline is a broad concept that includes technological, production and labor discipline.

Technological discipline provides for strict adherence to modes, sequence and methods of conducting technological processes. The level of technological discipline can be characterized by the amount of defects and the number of cases of deviations from the established technology.

Production discipline presupposes unconditional compliance with orders and instructions from management personnel, compliance with labor protection and safety regulations, industrial sanitation, timely provision of performers with raw materials, materials, tools, clear distribution of production tasks, thrifty attitude towards material assets.

Labor discipline provides for strict compliance by employees with the rules of the established internal labor regulations (timely start of the shift, lunch break, breaks for rest and personal needs, etc.). In modern conditions of highly mechanized production, the slightest violation of labor discipline, causing loss of working time, disrupts the working rhythm and affects the entire course of the production process.

In order to properly organize work in production, you need to know how much labor, how many workers of various specialties and qualifications are required to perform a particular job. In other words, it is necessary to establish the measure of labor of each worker. And the measure of labor is specifically expressed in the labor norm.

Labor rationing- establishing standards for labor costs (necessary expenditure of working time) to perform individual operations or work in the most rational organizational and technical conditions for a given enterprise.

a) analysis of production capabilities and jobs;

b) study of advanced production practices;

c) designing the composition and procedure for performing labor operations;

d) establishing labor standards;

e) systematic revision of standards as organizational and technical conditions change.

The work of the standard setter is performed by a labor and wage economist (or simply an economist).

An important means of increasing labor productivity in agriculture is to improve its organization, create working conditions that contribute to the growth of economic efficiency of agricultural production.

Labour Organization- this is a set of measures aimed at rationally combining the labor of workers with the means of production. It ensures the efficient functioning of the workforce in order to achieve the maximum beneficial effect from work activity. Labor organization involves: selection and professional training of personnel; development of methods by which it is advisable to perform this or that type of work; division and cooperation of labor; placement of workers in accordance with the nature of the tasks facing them; organization of workplaces, creation of favorable working conditions; establishing a certain measure of labor through rationing; material and moral incentives for highly productive work.

Rational organization of labor must ensure complete and efficient use labor force and other means of production (land, technology, etc.) based on the application of achievements, science and best practices. In this case, an important role is played forms of labor organization, determining the composition and size of on-farm labor collectives, methods of using people and equipment in agriculture, and the placement of workers in production operations in the labor process.

Basic principles of the organization labor collectives in agriculture are: constancy of personnel composition; transfer for use, possession and disposal of land and other means of production; organization of activities on the basis of commercial calculation; financial responsibility for the implementation of the production program and contractual obligations; material and moral interest.

In agricultural enterprises various forms ownership and management, the main form of labor organization is production team- a permanent unit whose collective, having in its use land and other means of production, on the basis of division and cooperation of labor, performs the bulk of agricultural work for the production of products and is responsible for the final results of the work. The size of the teams depends on the type, volume and technology of production, the area and configuration of land masses, the number and location of settlements, the level of mechanization of production processes, and the qualifications of workers. It is necessary to strive to ensure that the size of the team allows ensuring self-execution 70-80% of the work included in the technological cycle guaranteed normal employment of its members. This is possible if the team maintains a crop rotation with a set of crops with different timing of the main work on their cultivation.

Depending on the production conditions (primarily on the level of specialization), production teams are divided into complex, sectoral, and specialized.

Integrated brigades They serve several branches of agriculture that are diverse in technology and produce, as a rule, products from both crop and livestock farming. They include workers of various professions to perform a complex of various technological processes. Such a brigade is assigned land, agricultural machinery and livestock farms.

Industry teams serve one industry and produce several types of products that are similar in technology (for example, field crops, vegetable growing, pig farming).

Specialized brigades are engaged in the production of one type of product, cultivation of one crop, or caring for certain age groups of animals. They consist of workers of the same profession performing homogeneous technological processes. In crop production, these are wine-growing, tobacco-growing, berry-growing, rice-growing, etc. teams; in livestock farming - serving the milking herd, raising young animals, fattening livestock, etc.

If a production team is assigned tractors and agricultural machines, it is called tractor-production or mechanized(tractor-field growing, tractor-gardening, tractor-vegetable growing, etc.).

The main form of intra-brigade labor organization in agricultural enterprises is the link.

Link is a group of workers who, as part of a production team, perform individual production processes on the basis of cooperation and division of labor. The most widespread are mechanized units, which are assigned a certain plot of land and a set of agricultural equipment for cultivating 3-4 crops with different terms main works. They serve part of the crop rotation area or one of the crop rotations assigned to the brigade.

In livestock farming, units are also created within teams to serve a specific age and sex group of livestock. For example, one link cares for pregnant queens, another serves suckling sows with piglets, and the third raises and fattens young animals. In terms of the number of employees, a unit can range from 2-3 to 8-10 people. depending on the volume of work performed.

Along with teams and units in agricultural enterprises, they create mechanized units, harvesting and transport, sowing And other complexes to perform basic work (sowing and planting crops, applying fertilizers, plant protection, land reclamation, harvesting, etc.).

The organization of labor includes as a necessary element its rationing, which is the establishment of labor standards for the performance of a certain amount of work or for the production of a unit of product. This allows you to correctly resolve issues of division and cooperation of labor, placement of workers in production and their material remuneration, organization and maintenance of workplaces. Without rationing, it is impossible to plan the need for labor and equipment, calculate the wage fund and other important indicators. Labor standards are divided into time standards, production standards, service standards, strength standards, controllability standards, as well as standardized tasks.

Standard time- this is the working time required to produce a unit of product or perform a certain amount of work.

Production rate- the amount of work (products) that must be completed (produced) by an employee (or group of performers) during a unit of time (shift, hour).

Standard of service- the number of production facilities (machines, heads of livestock, production areas, etc.) that an appropriately qualified employee must service during a unit of working time.

Number of performers determines the number of workers of a certain professional qualification required to perform a given amount of work or service a facility.

Controllability rate determines the number of employees who can be directly subordinate to one manager.

Standardized task- this is the required amount of work that must be completed by a group of workers (unit, team) over a certain period of time (shift, month).

Thus, agricultural enterprises use a system of labor standards that reflects various aspects of the labor process. Norms of time and number are norms of labor inputs, norms of output and standardized tasks are norms of its results. Maintenance and handling standards apply to regulatory characteristics labor organization.

Labor standards are divided into uniform, standard and local. Unified standards are mandatory and are used to standardize the same types of work at all enterprises in one or more sectors of the national economy. They are developed for the same work, performed using the same or similar technology under similar production conditions. Model standards are used to standardize the same, most common types of work at enterprises based on standard technology and labor organization. Standard norms are taken as a basis when establishing specific norms on the farm. Local standards are applied in specific enterprises or in a group of enterprises. They are established on the basis of specification of standard standards, taking into account the conditions of enterprises, or are developed by farm specialists independently.

At agricultural enterprises, two methods are used for this purpose: analytical (element-by-element rationing) and summary. The first of these methods in agriculture is the main one.

Analytical method provides for the development of labor standards based on the study of the constituent elements of the working day (shift), standard-forming factors and the design of a rational organization of the labor process. It makes it possible to establish technologically sound standards designed for the use of advanced technologies and the full use of working time. A variation of this method are analytical-computational and analytical-experimental methods.

Analytical-calculation method based on the application of pre-developed standards. For this purpose, standard standards are used, which are differentiated by natural, economic and technical conditions.

Analytical-experimental method involves conducting observations and other research, as well as necessary calculations to determine labor standards directly at the workplace. Standardization is carried out in several stages: preparation for studying the labor process, organization of observation; processing and analysis of received materials; justification for the rational organization of the labor process; development of labor standards; production verification of standards and making necessary adjustments to them; implementation of labor standards.

Photography (chronography), timing and phototiming are used to study labor processes.

Photo working day is to consistently record the cost of working time during a shift. In this case, labor operations (plowing, sowing, cultivation, feeding animals, etc.) are divided into separate techniques (sowing, turning, filling seeds, etc.). Photography allows you to identify lost working time and find reserves for improving its use.

Timing differs from photography in a more detailed study of the labor process, which is carried out by measuring the time spent on performing cyclically repeating techniques, actions and movements. This allows you to establish effective ways to carry them out. According to timing data, labor cost standards are not established for the entire process, but only for individual operations.

Photochronometry is a combined study of the labor process by taking photographs of the working day and timing individual work techniques. This method has become widespread in agricultural enterprises.

At summary method labor standards are established experimentally and statistically, that is, according to average actual standards or based on the experience of standard setters. The labor process is not divided into separate elements and is not studied. The standards are set for the entire process, which is why they are called summary. Due to its low accuracy, this standardization method is rarely used (mainly to establish labor standards for work performed in small volumes, as well as to develop temporary standards).

In order to use the mental potential, physical capabilities, experience and skills of employees with minimal costs, but with maximum impact, an entire system has been created. Labor rationing is the process by which an organization determines a plan for the physical or mental costs of an employee in production in order to establish a balanced relationship between the employee’s efforts and their payment.

What is labor rationing?

One of the most important parts management of social and labor relations is the regulation of labor. This concept hides a process during which the physical or mental costs necessary to perform a certain unit of work by teams or individual specialists are analyzed and costs are controlled. The analysis allows us to establish relationships between measures of work and the costs of it. The standards cover main and auxiliary production.

Goals and objectives of standardization

Standardization has several functions and performs more than one task. The functionality of the process includes the following items:

• production planning;
• organization of work process;
• distribution of duties;
• assessment of the performance of individual employees for promotion.

Rationing is designed to solve several problems. The main one is to ensure the establishment of a scientifically based measure of labor costs for all types of work for each employee involved in production or management. In addition, the process of forming a regulatory balance solves a number of other problems:

• identification and use of reserves for increasing productivity;
• reducing the cost of finished products;
• improving capacity utilization;
• assessment of the possibilities of saturation of the sales market with competitors.

Types of labor standards

Based on centrally developed standards, an enterprise or company independently formulates its own labor standards - the volume of a work task (for example, the number of parts) that an employee (crew) must complete in a certain time. They are designed to reflect various aspects of work activity. Currently, the main types of functional significance are the following standards:

• time;
• workings;
• service;
• numbers;
• controllability;
• standardized tasks.

Standard time

The working time that is established for an employee (team), taking into account the qualifications and conditions for performing a certain unit of work, is called the standard time. The standardization of working time is measured in man-hours, the calculation of the standard time for performing work is carried out according to the formula: Nvr = Tpz + Top + Brake + Totl + Tpt, in which Nvr is the norm, and the remaining elements are time:

• Тпз – for preparation and completion of work;
• Top – operational;
• Torm – spent on servicing the workplace;
• Total – spent on rest, personal needs;
• TPT – necessary for technological breaks.

Production rate

To solve production problems, it is important to understand what the production rate is. This is an indicator that sets the amount of products that an employee must make per shift or hour. The calculation takes into account the qualifications of the specialist, organizational and technical conditions. This coefficient can be calculated using different formulas; Nvir = Tcm/Nvr is often used, in which:

• Nvir – production rate;
• Tsm - time fund;
• NVR is the norm of time.

Standard of service

Another important indicator is the maintenance rate, which determines the number of objects requiring maintenance in a given time. An example would be the number of machines that an operator must set up during a work shift. A subtype of such a norm is the controllability norm, which is applied to leadership positions. Calculation of the service rate is carried out using the formula Nob = Td/1rev, where:

• Nob – standard of service;
• Тд – actual working time fund;
• 1ob – set time for servicing 1 piece of equipment.

Labor regulation in legislation

The Labor Code establishes basic requirements to standardization of labor activity. The document contains a section “Payment and labor standards”, in which there is a section “Labor standards”. The Decree of the Government of the Russian Federation “On the rules for the development and approval of standard labor standards” dated November 11, 2002 reveals the essence of the article. Additionally, a number of documents regulating this issue are used, these include the following:

• recommendations of the State Committee for Construction of the Russian Federation on labor standards;
• order of the Ministry of Construction of the Russian Federation for workers of bathing and laundry facilities, funeral services, and hotel workers;
• order of the Ministry of Culture for library employees;
• recommendations of the Ministry of Agriculture for veterinary specialists.

Labor standardization methods

To a decisive extent, the accuracy of the established value of working time costs depends on the chosen method for determining the norm. This concept hides a set of techniques for studying and analyzing work processes, measuring labor and time costs, identifying standard-forming factors, and so on. An accurate study will give an indicator of the rate of labor input, which is necessary and sufficient. All methods are divided into 2 groups: analytical and summary. In Germany, 7 methods were developed:

• timing;
• calculation of process time;
• method of multi-moment observations;
• method of comparison and evaluation;
• survey;
• time setpoint systems;
• planned time method.

Total

When the determination of the required time is carried out as a whole, without analyzing the labor process, standard-setting factors, modeling the effective structure of the labor process, we're talking about about the summary methodology. Rationing of work using the summary method has three types:

• experienced – used personal experience specialists involved in the field of regulation;
• static – data obtained from statistical data;
• comparative (by analogy) – information obtained from a similar field with established standards is compared with the work in question.

Analytical

If it is necessary to increase productivity and labor efficiency, the analytical method is used. Its essence lies in the fact that the establishment of norms is carried out on the basis of a comprehensive analysis of the actually existing process. As a result, the optimal methods for performing each part of the work activity are selected. It is customary to distinguish the division of this technique into several varieties:

• experimental-analytical – study of the labor process in natural production conditions;
• calculation and analytical - establishing indicators according to standards for the operating mode of machines, time standards for certain operations;
• use of standard standards.

Rationing and remuneration

Research shows that within the same industry, productivity can vary by 2-3 times. The key factor influencing the results achieved is wages as main element stimulation of workers. Organization of remuneration at any enterprise involves the development of:

• forms, systems of remuneration for labor activities;
• salary systems;
• parameters for calculating bonus payments.

The state apparatus influences the regulation of wages. The main factor is the establishment of a minimum wage. Payment requirements are also regulated in cases where the standards have not been met. If the failure to comply is the employer’s fault, then the employee must receive an amount equal to or more than the average salary. If the employee is at fault, the salary is calculated based on the actual amount of work performed. If the reasons do not depend on the employee or employer, then the employee is guaranteed payment of at least 2/3 of the salary.

Forms and systems of remuneration at the enterprise

For each enterprise, the choice of form and payment for workers is of great importance. Depending on the quality, quantity and results of labor, in interaction with rationing and tariff systems, the procedure for calculating earnings is determined. The remuneration is essential elements in motivating, attracting and retaining employees in the enterprise. In practice, two cost accounting systems are used: tariff and organizational and technical, each of which uses meters: working time and quantity of manufactured products.

Determination of official salaries

For managers, specialists and employees, a salary system is used. The monthly salary is determined in accordance with the position held. Each enterprise has a list of positions and salaries corresponding to them. Salary differentiation may depend on qualifications, degree, rank and other characteristics. The remuneration of managers is stipulated in employment contract and is called contractual.

Such a payment system may provide bonus payments for exceeding quantitative or qualitative indicators. The legislation provides for a number of mandatory compensation allowances and surcharges:

• for work in the evening and at night;
• behind labor activity on holidays and weekends;
• underage workers;
• for the traveling nature of the work.

Development of a procedure for calculating incentive payments and bonuses

To encourage employees, many enterprises use incentive payments. A bonus is a payment given to an employee for achieving a certain result, for performing duties in excess of the basic salary. A bonus system is developed by representatives of the labor and salary department and the employee development service, and then it is approved by management. The provision on bonuses is fixed as an independent act or annex to collective agreements.

The employer has the right to independently develop the procedure for calculating incentive bonuses. Although the system may be individual for each case, it should include the following points:

• types and frequency of bonuses and payments for personnel;
• performance results that qualify for a bonus;
• circle of persons who apply for bonuses;
• indicators on which the availability and size of the premium depends;
• rules for calculating payments;
• conditions of depreciation.

Who is responsible for standardizing labor at an enterprise?

For large enterprises, a whole staff of employees is involved in calculating rationing, and for small organization The work of only one person (HR officer) may be involved; sometimes the introduction of a freelance specialist is required. Standardization or process organization engineers (standardizers) have knowledge of industry and intersectoral standards, know the materials used to organize labor standardization in a certain sequence, and other subtleties necessary to solve the assigned problems.

Study and analysis of working time costs

Standardization specialists study workplaces in order to determine the possibility of increasing labor efficiency by improving quality or quantity. Using standardization techniques, they formulate labor standards for specific positions or work categories. As a result of the professional’s activities, it is possible to eliminate wasted time, determine optimal work methods, build a structure of operations and sequence of actions, identify the reasons for non-fulfillment or significant over-fulfillment of standards to optimize production.

Development, replacement and revision of labor standards

When introducing new or improving old equipment, technologies that reduce labor intensity and workload, there is a need to revise the accepted rules. The reason for recalculation of standards cannot be the achievement of a high level of product production by individual performers using new techniques, technologies or improving workplaces on personal initiative. The process of formalizing changes corresponds to the procedure for introducing standards in an organization for the first time.

Video

Labor rationing most often evokes associations with the Soviet planned economy, but even today this tool for coordinating production works successfully. We will talk about what this term means, where it is used in practice and what features it contains in this article.

Labor standardization at an enterprise - what is it?

Labor rationing is a mechanism for analyzing labor costs that must be performed within certain production processes. Labor rationing is represented by a set of labor standards that serve to assess the labor intensity of work, the cost of expenses taking into account the type of work and determining their quantity when paying for labor.

Labor standards include:

• time standards;
• production standards;
• service standards.

In addition to labor standards, there are labor standards. Labor standards are established for a certain type of work and are re-evaluated from time to time, while labor standards are applied to various variations of standard organizational and technical conditions, are used to calculate labor standards and remain stable for a long time.

The goals of labor standardization are:

• production planning and determination of personnel needs;
• calculations of labor costs;
• assessment of production performance and changes in productivity.

To introduce an effective labor standardization system at an enterprise, you need to:

• analyze activities;
• calculate and approve basic standards;
• monitor the technical condition of production;
• approve methods of material incentives for increasing productivity;
• monitor labor standards.

Legislation on labor standards

Basic requirements for labor standards at the enterprise have been established Labor Code. This document contains section 6 “Payment and labor standardization”, which, in turn, includes chapter 22 “Labor standardization”. To more fully disclose the essence of Article 161 of the Labor Code, the Government of the Russian Federation adopted the Resolution “On the rules for the development and approval of standard labor standards” dated November 11, 2002 No. 804.

In addition to the above documents, the legislative basis for labor standardization at enterprises consists of various orders and recommendations regarding the standardization of certain types of work, adopted by relevant ministries and departments. For example, to these regulations relate:

1. Recommendations of the State Construction Committee of the Russian Federation on labor standards for installation, maintenance and repair of metering and regulation devices in housing and communal services dated 08/16/2000 No. 184.
2. Order of the Ministry of Construction of the Russian Federation “On approval of recommendations for standardization and remuneration of labor for employees of hotel, bath and laundry facilities and ritual services for the population” dated November 15, 1994 No. 11.
3. Order of the Ministry of Culture of Russia “On approval of standard industry labor standards for work performed in the library” dated December 30, 2014 No. 2477.
4. Recommendations on labor standards for veterinary specialists (protocol of the Ministry of Agriculture dated December 26, 2014 No. 61).

Rationing tasks

An effective organization of labor standards at an enterprise should contribute to the solution of a number of complex tasks, ultimately aimed at increasing the performance of the company and obtaining maximum profits. In modern economic conditions, the tasks of labor standardization at an enterprise include:

1. Determining the required amount of working time spent on performing various technological operations, labor and production processes. The solution to the problem is achieved through constant analysis of the work directly performed and bringing its forms and methods to a level corresponding to the modern level of development of technology, technology and production organization.
2. Determining the optimal balance between production standards, assignments given to the workforce and wages.
3. Planning for an equal amount of labor effort expended in a variety of work processes. The solution to the problem in the future should contribute to compliance with the principle of equal pay for equal work.

Future tasks in the field of labor standardization management include:

1. Determination of labor costs by industry type.
2. Analysis economic feasibility reducing labor costs when producing a unit of product.

The first group of promising tasks is related to issues of enterprise competitiveness in terms of the ratio of cost levels and compliance with product quality. The second group is solved by determining the level of demand for products in accordance with price and quality.

Labor standardization methods

Solving the problems of labor regulation in production is achieved by special methods, which mean a set of analytical and research actions aimed at determining labor cost standards.

Traditionally, labor regulation at an enterprise is studied by two methods - summary and analytical. The summary method is to determine the time norms for the operation as a whole. At the same time, the labor process and standard-forming factors are not analyzed, and the effective structure of the labor process is not modeled. The analytical method is fundamentally different from the summary method in that it involves assessing a separate labor process, dividing it into its component parts and elements and studying them.

The summary method includes:

1. Experienced rationing. The analysis is carried out on the basis of the personal experience of specialists involved in the organization and regulation of labor.
2. Statistical normalization. Labor standardization is carried out on the basis of statistical data, which makes it possible to determine the average value of actual output.
3. Normalization by analogy, which involves carrying out comparative analysis similar types of work, for one of which labor standards have already been established.

The analytical method includes:

1. Experimental-analytical standardization, which consists of studying labor processes in natural production conditions.
2. Calculation and analytical standardization, which implies the use of already developed standard standards for the time and operating mode of equipment.
3. Standard labor standards, which are applied when production conditions completely coincide with the described standard conditions.

Payment and labor regulation

The organization of remuneration at an enterprise involves the development of:

• forms and systems of remuneration of employees;
• salary systems for workers;
• criteria for the formation/accrual of incentive payments and bonuses for employees.

The state also exerts its influence on the organization of wages for employees of enterprises. First of all, this concerns the definition minimum size wages, which cannot be less than the amount established at the state level.

In addition, the state links payment and labor standards. So, in Art. 155 of the Labor Code of the Russian Federation explains the requirements for remuneration in case of failure to comply with labor standards. In particular, it is established that if such failure occurs through the fault of the employer, then the employee’s work is paid in an amount not less than average salary employee based on actual time worked. If labor standards are not met due to the fault of the employee, then payment is made based on the actual amount of work performed. In case of failure to comply with labor standards for reasons beyond the control of the parties, the employee is guaranteed payment of at least 2/3 of the salary in proportion to the time worked.

Thus, labor standardization influences not only the determination of the standard amount of payment, taking into account the type of work performed and the calculation of incentive payments, but also the establishment minimum threshold wages.

Organization of labor standards

Organization, regulation and remuneration of labor at an enterprise are closely related to each other, therefore, as a rule, this area is dealt with by one division reporting directly to the management of the company.

At the same time, the organization of labor standardization at the enterprise is based on one of the accepted methods:

1. Centralized - when all work related to labor organization, rationing and payment is concentrated in the hands of one department.
2. Decentralized - when part of the powers is delegated to local structural units. Accordingly, at the enterprise, in addition to the specialized department, labor and payment bureaus are created in other structural divisions (for example, workshops).
3. A mixed methodology for organizing labor standards - when the functions of calculating labor standards are superimposed on a specialized department, and implementation and control are carried out by authorized local employees.

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Often in labor relations The question arises of optimizing the employee’s workload. How can we use the mental potential, physical capabilities, knowledge and experience of employees with maximum efficiency at minimal material costs? For a uniform understanding and application of the concept of “labor regulation in labor relations,” we will give it a doctrinal interpretation. Simply put, it can be defined as the activities of an organization aimed at creating a system of means and methods for establishing the measure of labor necessary for an objective assessment of its effectiveness and an adequate level of payment. The process of labor standardization is an integral part of the organization of labor, its cooperation and division into specializations, depending on the results obtained from analyzing the workload of each employee.

Remember that employees are guaranteed state assistance to the systemic organization of labor standards and the application of labor standards systems determined by the employer, taking into account the opinion of the representative body of employees or established by a collective agreement (Article 159 of the Labor Code of the Russian Federation). The result of labor standardization is the determination of labor standards, which include (depending on the content and working conditions of workers) output or time standards, number or service standards, standardized tasks, etc. Labor standards are established in accordance with the achieved level of technology, technology, and production organization and labor (Article 160 of the Labor Code of the Russian Federation).

What is the purpose of labor standardization and the role of the personnel officer in this process?

The main indicator associated with labor standardization is its productivity at each workplace, which, in turn, is inextricably linked with a set of organizational measures and methods aimed at making the work of each employee extremely profitable for the owners of the organization, who receive from it benefits in the form of dividends.

Thus, in order to standardize labor, it is necessary to study the dynamics of the workload of workers in different departments, including the personnel department, and persons performing individual work. An analysis of the daily work intensity of a specific employee (employees of individual departments, the organization as a whole) is the basis for optimizing the number of personnel (clause 2, part 1, article 81 of the Labor Code of the Russian Federation) or changing the duration of his work per day (shift - article 93 of the Labor Code of the Russian Federation) in the manner provided for in Art. 74 Labor Code of the Russian Federation.

Before collecting information about the workload of employees, the employer is obliged to comply with the requirements of Art. 163 of the Labor Code of the Russian Federation: at each certified workplace must be provided normal conditions labor. Such conditions, in particular, include: good condition of premises, structures, machines, technological equipment and equipment; timely provision of technical and other documentation necessary for work; proper quality of materials, tools, other means and items necessary to perform the work, their timely provision to the employee; working conditions that meet labor protection and production safety requirements.

The participation of personnel department employees in the process of labor standardization, as a rule, consists in the fact that they prepare lists of workers whose work, according to the order of the organization, is subject to standardization, and provide labor standardization specialists with time sheets of persons whose work is subject to check for workload during the working day (shift). Subsequently, the personnel department takes measures to employ “extra” workers within the organization (dismiss them) or recruit new ones if labor standards have shown that the workload at individual workplaces exceeds the labor intensity indicators allowed by standards.

How to develop and introduce labor standards?

The labor standardization procedure is carried out by specialists such as a labor standardization engineer, a labor organization engineer, who work in large organizations in labor standard research laboratories or labor organization and remuneration departments. In small organizations, specialized organizations are involved in solving this problem, consisting of persons with higher professional (technical or engineering-economic) education, who know, in particular, methodological and regulatory materials on organization, labor regulation, inter-industry and sectoral labor cost standards, economics, organization of production, labor and management.

These specialists are tasked with checking workplaces, in particular, to determine whether the employee can work more intensively, performing more work or doing it better within the time period established by the work schedule. Based on the results of the analysis, the employer receives recommendations on how to achieve better performance, improve the organization of work and the system of payment. For these purposes, specialists develop labor standards based on standardization methods for specific categories of work or positions, or draw up an individual standardized task.

Often, for homogeneous work, standard (intersectoral, sectoral, professional and other) labor standards can be applied. They are developed and approved in the manner established by the federal executive body authorized by the Government of the Russian Federation (see Rules for the development and approval of standard labor standards, approved by Decree of the Government of the Russian Federation of November 11, 2002 N 804). In any case, whether it is the development of local labor standards or the adaptation of standard labor standards to the specific working conditions of a separate organization, the procedure for their implementation is subject to approval by the manager (Article 161 of the Labor Code of the Russian Federation).

It should be taken into account that when standard labor standards are introduced by an administrative act of the manager (order, instruction), the opinion of the representative body of workers is not required. However, the introduction of labor standards independently developed by the organization, as well as their replacement and revision, require the employer to adopt a local regulatory act, which must be issued taking into account the opinion of the representative body of employees according to the rules of Art. 372 Labor Code of the Russian Federation.

An example of introducing a standard number of employees in the HR department

Let's consider an example of introducing local labor standards in the form of a standard number of employees in the HR department, using for this a standard methodology for calculating time standards for certain personnel works(reporting, admission, transfer, dismissal, etc.).

The specifics of the work activities of personnel officers vary so much in different organizations (from the work of a timekeeper to the duties of a training engineer) that the issue of rationing their work is a priority. Often, HR officers are assigned the responsibilities of various services (for example, the obligation to receive daily correspondence from the organization at the post office), which is not practical for the employer to create. Therefore, standardizing the work of HR employees is not an easy task.

In connection with this state of affairs, we would like to draw attention to inter-industry integrated time standards for staffing and personnel accounting work, approved by Resolution of the USSR Ministry of Labor of November 14, 1991 N 78 and in force until 1997 (hereinafter referred to as Inter-industry Standards). In the absence of other similar modern acts general These standards are still relevant. During the period of their validity, they were advisory in nature and now can also be used in this legal status. The only thing you need to take into account is the requirement of Art. 160 of the Labor Code of the Russian Federation - labor standards are established in accordance with the level of equipment, technology, organization of production and labor achieved to date.

The basis for an employer’s independent development, for example, of time standards for each type of production operation performed by a personnel officer, can be based on the following data:

• photographic observations of the labor intensity of work - obtained by labor standardization specialists;
• generalized results of analysis and research of time spent on staffing and accounting work - by labor economists;
• operational accounting and reporting data - by technical labor accounting performers, for example, contractors;
• technical calculations of time by operation of the types of work performed - by process engineers or standardization engineers;
• generalized results of analysis of labor processes in order to rationalize techniques and methods of work and organize jobs for personnel officers - by engineers to rationalize production processes and increase the efficiency of inventions.

At the same time, the employer must take into account the peculiarities of the psychology of employees with different subjective-emotional characteristics in order to derive an average standard for an abstract employee of the HR department. Thus, from the average standard of the actual balance of working time (which can be calculated using numerous methods) it follows that breaks for rest and personal needs, as a rule, amount to 3% of the working day, loss of working time that does not depend on the employee - 6%, performance non-typical work - 2% and main work - 89%. This means that when calculating the actual labor costs of a personnel officer, it is necessary to introduce correction factors that take into account the following types of work: “everyday, current”, “periodically recurring”, “irregular”, “rarely occurring”, as well as “planned” and “unplanned”.

The degree of physical activity and labor intensity of a personnel officer is calculated based on the results of an analysis based on the study of photographic observation data, statistical data on the results of work on the admission and registration of job applicants, the schedule for using working time, and a survey of personnel service employees.

Then, at each workplace of the HR department, you need to identify the following characteristics of the labor process:

• technical support - characterized by the degree of debugging and reliability of the equipment and software used;
• labor organization - determined by the level of irregularity and unevenness of the workload during the working day and individual days of the working month; instability of the end of work (the personnel inspector must start work according to the PVTR from 9.00 and finish at 18.00, but often some procedure, in particular, dismissal and issuance of a work book, forces the personnel officer to wait for a former employee, for example, standing at the cash desk for the final payment upon dismissal, and after 18.00); forced priority of one type of work over another depending on the urgency of this work, for example, priorities of hiring before transfer within the organization;
• personnel composition - characterized by periods of staffing and understaffing of the personnel department in relation to the staffing level. Here it is important to take into account the level of staff turnover in the department;
• working conditions - characterized by compliance of the indoor microclimate with the standards for sanitary and hygienic characteristics of typical workplaces, associated with the degree of neuro-emotional and visual stress, and the degree of responsibility of each employee for the quality performance of their functions;
• labor motivation - characterized by the level of material interest in the results of one’s work, namely the level of wages and incentive payments established taking into account realistically feasible intensive production indicators;
• performance indicators - characterized by volumetric indicators (number of accepted, processed, issued documents), requirements for the quality of work (no defects, no returns of reports by statistical authorities), standards for the completion of work (if any), the absence of complaints from citizens and employees about the work of the HR department and etc.

Thus, independent rationing of labor is sufficient difficult task. As a basis, you need to take appropriate techniques containing rather complex mathematical formulas. The indicators on the basis of which the tasks for employees are formed acquire significantly greater objective and evaluative power if we apply scientifically based standards developed by regional research institutes of labor. Otherwise, it remains to creatively apply Intersectoral standards, standards for the number of employees of personnel training departments (bureaus, sectors) at enterprises, approved by the Resolution of the State Committee for Labor of the USSR, the Secretariat of the All-Union Central Council of Trade Unions dated 07/06/1989 N 233/13-15, and standards for the maximum number of employees of personnel services and accounting departments of federal bodies executive power, approved by Resolution of the Ministry of Labor of the Russian Federation dated 06/05/2002 N 39.

The procedure for reviewing and formalizing changes to existing labor standards

Labor standards may be revised as they are improved or implemented new technology, technologies that reduce labor intensity and stress of work, saving the physical, emotional and mental resources of workers. The revision and (or) replacement of labor standards is also carried out in cases of organizational or other measures that ensure an increase in labor productivity, or, on the contrary, the continued use of physically and morally outdated equipment (Part 2 of Article 160 of the Labor Code of the Russian Federation). Procedure for making changes current standards labor and the introduction of new ones is similar to the procedure for their introduction in a specific organization for the first time (Articles 161 and 162 of the Labor Code of the Russian Federation).

Achieving a high level of production (provision of services) by individual employees through the use of new work methods and improvement of workplaces on their initiative is not a basis for revising previously established standards labor both for innovators and for other workers (Part 3 of Article 160 of the Labor Code of the Russian Federation).

Employees must be notified of the introduction of new labor standards no later than two months in advance (Article 162 of the Labor Code of the Russian Federation). The legislator, unfortunately, did not indicate how to notify employees (in writing or orally, against signature or not) and how the employer should act (hold meetings, announce information on local radio broadcasts or publish it in the local press, etc.). In order to avoid labor disputes, the employer should communicate any information to the staff against signature on a familiarization sheet, which will be an integral part of a specific act. This order is assumed in paragraph. 10 hours 2 tbsp. 22 and part 3 of Art. 68 Labor Code of the Russian Federation.

Failure to comply with the procedure for introducing (changing, revising) labor standards generates negative consequences for the employer. legal consequence: if the requirements of Art. 22, 161, 162 and 372 of the Labor Code of the Russian Federation (on familiarization, prior warning, taking into account the opinion of the trade union, if any) are not met, then the employee has the right to demand payment for his work based on previous standards and prices (tariffs, salaries, etc.) before the expiration of the two-month notice period. Moreover, the employee may not comply with the newly introduced labor standards, since the law enforcement act issued by the employer is considered not to have entered into legal force from the date specified in it if the above requirements of the Labor Code of the Russian Federation are not met.

From the instructions of Part 4 of Art. 10 of the Labor Code of the Russian Federation it follows that the norms of local regulatory acts that worsen the situation of workers in comparison with established labor legislation and other regulatory legal acts containing labor law norms, collective agreements, agreements, as well as local regulations, adopted without compliance with the established Art. 372 of the Labor Code of the Russian Federation, the procedure for taking into account the opinions of the representative body of employees, are not subject to application. In such cases apply labor legislation and other regulatory legal acts containing labor law norms, collective agreements, agreements.

If the employee does not agree to continue working with the new labor standards, he must be offered another job in the organization that corresponds to his qualifications and state of health, and in the absence of such work, another lower-paid job (Article 74 of the Labor Code of the Russian Federation). In the absence of a vacancy and in case of refusal to transfer, the employee must be dismissed under clause 7 of Art. 77 of the Labor Code of the Russian Federation - refusal to continue work due to changes in working conditions determined by the parties to the employment contract.

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What is labor regulation? Description and definition of the concept

Labor rationing- this is a procedure that is responsible for the correct establishment of balanced relationships between the degree of labor and the measure of its payment.

Using the labor standardization procedure, a measure of labor costs is established to perform the assigned amount of work under certain conditions. The cost measure can be seen over time, the amount of work, the number of employees, and also, importantly, the number of service facilities.

It is necessary to separate standards and labor norms. Labor standards imply methods that are scientifically based, specifically developed indicators of labor costs. Based on them, enterprises independently develop their own specific labor standards. So the conclusion follows that the labor standard is a labor standard adjusted to special local working conditions.

Let us consider in more detail what labor rationing means.

In practice, the following standards and labor standards are applied:

• workings;
• service;
• time;
• time for service;
• number of employees.

Piece rates are also a certain measure of remuneration for labor.

Standard time- these are the necessary costs of a certain period of time to complete a unit of work by one or several workers.

Production rate- this is a certain number of units of work that must be completed in a designated unit of time, be it an hour, a shift, a month, and so on. Thus, the production rate is inversely proportional to the time rate.

Standard of service- this is a certain number of objects that must be serviced in the allotted unit of time by one or more employees.

Standard service time- this is the assigned time spent on servicing one given object, which can be a buyer, client, visitor or work equipment.

Number of employees- this is the required number of workers to complete the specified amount of work per unit of time.

History of application of labor cost standards

Labor cost standards have been used for a long time in human history. But enough for a long time they were empirical, in other words, they were established exclusively by experience. And only starting from the end of the 19th century. Thanks to the work of F. Taylor, the beginning of a scientific approach to labor regulation was laid. Under his direct leadership, labor standards were developed exclusively by the method of time-based observations and a kind of so-called analytical method. The most preferable methods of performing various labor techniques in terms of time were determined, which were then taken as the main basis for all further calculations of standards. A huge contribution to the experience of labor rationing was made by another American specialist named F. Gilbert, who at one time became the founder of microelement rationing. And so, by analyzing operations and decomposing them into labor actions and movements, the costs of the amount of time spent on their implementation were determined and thus the most rational methods and methods of performing work were selected. Over time, the theory of labor regulation has developed into a significant and extensive field of knowledge.

Labor standards play an important role in the economy, since they are a tool for planning, accounting and analysis of labor costs and, to a certain extent, any production and distribution costs.

Labor standards cover both primary and auxiliary production, manual labor, as well as machine labor, including work on a conveyor belt, and establish certain measures of labor costs for servicing equipment, taking into account multi-machine equipment. These developed labor standards exist not only for workers, but also for employees; they cover workers on time-based and piece-rate wages.

The labor standard is based on the following factors:

• the pace of work compared to normal, in other words ideal;
• time for rest, personal needs and technological breaks.

The Dutch labor specialist Dr. Kerkhoven put forward a proposal - the law of labor rationing that he discovered, which he formulated using the following formula:

Н = В (В/П)у, where:

N - indicates the standard time for performing the specified work, which can be maintained during the working day;

B is the minimum time to complete this work at the maximum possible pace;

P - duration of work in hours;

Y is an indicator of the “degree of fatigue”.

Nowadays, the methodological foundations of standardization contain the following elements:

• expansion in the scope of work in the field of labor regulation;
• ensuring the most High Quality labor standards and their closest approximation to socially necessary labor costs;
• justification from the scientific side of the norms, taking into account all organizational, technical, socio-economic and psychophysiological factors;
• humanization of labor standards.

Basic methods of labor standardization

The first one timing - this type method involves the study of labor operations by observing and measuring the costs of performing each individual elements, duplicated in the production of each individual unit of production or product. Observations and measurements of labor costs are entered into a card special for this record. The number of such observations can range from 6 to 80, and this in turn increases the objectivity of this study.

The second way is working time photo- this method of studying working time costs occurs by observing and measuring absolutely all, without exception, workers’ labor costs throughout a full working day or a certain established part of it. If the employee himself controls the progress and time of his work, then this is self-photography or this method is carried out by an appointed standardizer. The following types of photography are distinguished:

1. individual, when a photograph of one employee is taken;
2. route, in the case when a certain group of workers working in different areas is monitored;
3. brigade;
4. group;
5. multi-machine operators.

Observations and measurements made during photographs of working hours are entered on the photo card in text, using special indices or by drawing lines on a graph.

There is also the following no less common method - moment observation method- this is a kind of static way of obtaining average data on the actual workload of workers, as well as working equipment. Observations are carried out directly by an appointed standard monitor, who walks around workers along a certain route and records on paper what work the worker is doing at the time of the walk. The effectiveness of the method depends on the number of observations.

In modern working conditions, work rationing is carried out using special equipment. Such methods allow us to most carefully carry out microelement rationing, which is aimed at establishing labor standards for the simplest action and movement of a worker. An indicative standard for the normal pace of performing actions, or in other words, movements, is considered to be the movement of the arms and legs of a person of average physical ability walking without load along a straight, level area at a speed of 3.5-4.2 km/h.

Market transformations in Russia

Market transformations in Russia naturally lead to an increase in labor intensity mainly employees. This process is facilitated by the fact that issues of labor standardization are increasingly becoming the prerogative of enterprises themselves. In this regard, government measures could be useful. An example is the substantiation of labor standards recommended for use in enterprises of various forms of ownership, as well as the development of legislative measures for the liability of employers due to exceeding the average statistical pace of work.

IN modern times issues of labor standardization in the country are established by the conditions collective agreement. Therefore, an important measure of control over labor intensity is the position of the trade union organization, as a result of the conclusion of a collective agreement or other sectoral labor agreements. Employment contracts could also provide for the possibility of changing labor standards only with corresponding changes in the organizational and technical working conditions, as well as prohibiting their tightening without corresponding measures to improve the working conditions. In addition, it is currently in demand and more common to establish the very minimum level of compliance with labor standards and the pace of work completion.

For the economy of the Russian Federation, the implementation of a number of tasks facing the labor standardization system is considered important:

• raising the level of applied labor standards, including their interdependence with planning, the pricing process, the organization of production, determining the number of workers and assessing their labor contribution;
• standardization of labor for managers, specialists, professionals, including other employees of the enterprise;
• development of a specific set of measures for the rational use of the capabilities of each employee individually.

World experience speaks of the continuous expansion of the use of labor regulation both in material production and in the non-productive sphere. Often in practice, only small enterprises with no more than 50 employees do not apply labor standards, limiting themselves to compliance with the most ordinary measures for organizing work activities. And it’s all too early; in modern practice, when rationing, there is a refusal to regulate work in detail.

The psychophysiological approach to the organization of work is the most necessary component in the system of measures, which in turn are aimed at the implementation of NOT. In conditions of development of productive forces and industrial relations Inflated requirements have been established for thinking, perception, attention, as well as the emotional state of the employee, which, as a result, has a noticeable impact on his performance.

Performance

Performance- this is an indicator of a person’s ability to form and maintain a personal body in a state acceptable for work in order to properly ensure the highest labor productivity. It is as a result of this that issues related to the organization of labor are resolved in a comprehensive manner, taking into account all technological, economic, physiological and psychological knowledge in the field of work.

The main actor in the sphere of social production is the person with his complex psychophysiological functions, variety of abilities, changing mood, experiences and feelings.

The state of a person’s performance is mainly always influenced by various factors environment, which in their majority have just the same adverse effects of varying degrees, intensity and duration. During the course of work, there is a constant change in the functional state of the human body, including its central nervous system. Labor can harden a worker, but it can also lead to exhaustion of the nervous system, for example, as a result of overload, overwork occurs and even in some cases atrophy of certain muscles.

The performance of the human body reaches its highest level precisely when the working day reaches its middle, and the period of working in, in other words, entering work, occurs towards the end of the working day and is considered the lowest.

Psychophysiology in labor organization

The psychophysiological moment in the organization of work resolves two main tasks:

1. determination of requirements for mental and physical abilities and the employee’s condition to perform specific work. Each specific type of work has its own characteristic features. The ideal performance of professional duties implies special requirements to the physiology of the worker. Many related issues are resolved during the professional selection of workers;
2. determining the causes of errors and shortcomings when an employee performs operations. Errors during work are mostly explained by the critical features of operations, the performance of additional work, the monotony of work and other various and important reasons. Doing extra work often has a negative impact on the results and time spent on the job. Basically, when doing extra work The employee's interest in the work itself decreases, and as a result, attention is scattered and dulled. That is why the main task is always: either to mechanize auxiliary work, or to reduce the time for their implementation, in order to achieve the goal of increasing the content and efficiency of these works.

A person’s performance decreases when performing monotonous work, which consists of repeatedly repeating monotonous labor actions and movements. Such monotonous work is performed by the smallest number of nervous elements, and at the same time with a low tone of most of the brain due to the monotony of stimuli. Limited groups of nerve centers do not have time to replenish the consumption of energy resources, and as a result, fatigue develops.

Human psyche is structured differently and therefore reacts differently to monotonous work. For some people, performing monotonous operations causes boredom and rapid fatigue, while for others these manifestations are much less pronounced.

According to the opinion and evidence of research, it has been established that the minimum possible number of elements of the operation is at least five. In order to avoid monotony in work, the scientific organization of labor offers the following ways to combat it:

• rational distribution of job responsibilities among employees;
• alternating workers in monotonous operations;
• use of variable rhythm and pace of work;
• introduction of appropriate work and rest regimes;
• use of functional music;
• application of effective labor incentive systems.

The list of measures affecting the elimination of errors in work also includes research into the reasons for the deviation of employee labor costs from generally accepted ones and the use of ergonomics.

Thus, it is generally accepted that deviations of a worker’s labor costs for performing operations from established norms, such as output, time, maintenance, are caused, first of all, by difficulties in distinguishing the elements of an operation, for the second reason due to the multitude of objects of perception at a certain point in time , distracting the employee’s attention, and, in the end, by the very imperfection of the work techniques and movements performed by the employee.

Ergonomics

Ergonomics is a field of knowledge that explores the possibility and necessity of adapting labor tools to an employee, such as instruments and control panels, machines and mechanisms, working tools, furniture and office equipment. The leading goal of ergonomics is to develop recommendations for improving psychophysiological working conditions, which in turn can provide a person with the most comfortable and convenient conditions work and the well-being of his health. The research carried out in ergonomics is based on anthropometry, biomechanics and technical sciences, and is aimed at improving the workplace, in accordance with all the necessary needs, as well as the capabilities of the employee. The level of development of this science is largely and closely related to technical progress. With an increase in the level of materialized labor, it is extremely necessary to take into account the psycho-physiological potential of a person when creating new technology, as well as entire management systems. In the “man-machine” system, the characteristics of the employee must be taken into account mainly. It is for this reason that engineering psychology, which studies the psychophysiological processes of a person as certain links, is moving to a leading place automated system workflow management, resulting in increased productivity. The rational organization of labor, including mental labor, requires compliance with a number of conditions:

• “entry” into work should be gradual, you should start with simple elements, adhere to the optimal increase in the volume and complexity of mental activity;
• it is necessary to maintain consistency and systematicity in work;
• it is necessary to maintain the optimal pace and rhythm of work, since not only an excessively high, but also a low pace of work has a negative impact on a person;
• it is important to take into account the individual characteristics of a person: what is the norm for one employee may be a deviation for another;
• The optimal regime should be not only work, but also rest.

We briefly examined what labor rationing is, methods of labor rationing and the implementation of this procedure in the Russian Federation. Leave your comments or additions to the material.

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In order to use the mental potential, physical capabilities, experience and skills of employees with minimal costs, but with maximum impact, an entire system has been created. Labor rationing is the process by which an organization determines a plan for the physical or mental costs of an employee in production in order to establish a balanced relationship between the employee’s efforts and their payment.

One of the most important parts of the management of social and labor relations is labor regulation. This concept hides a process during which the physical or mental costs necessary to perform a certain unit of work by teams or individual specialists are analyzed and costs are controlled. The analysis allows us to establish relationships between measures of work and the costs of it. The standards cover main and auxiliary production.

Goals and objectives of standardization

Standardization has several functions and performs more than one task. The functionality of the process includes the following items:

• production planning;
• organization of work process;
• distribution of duties;
• assessment of the performance of individual employees for promotion.

Rationing is designed to solve several problems. The main one is to ensure the establishment of a scientifically based measure of labor costs for all types of work for each employee involved in production or management. In addition, the process of forming a regulatory balance solves a number of other problems:

• identification and use of reserves for increasing productivity;
• reducing the cost of finished products;
• improving capacity utilization;
• assessment of the possibilities of saturation of the sales market with competitors.

Types of labor standards

Based on centrally developed standards, an enterprise or company independently formulates its own labor standards - the volume of a work task (for example, the number of parts) that an employee (crew) must complete in a certain time. They are designed to reflect various aspects of work activity. Currently, the main types of functional significance are the following standards:

• time;
• workings;
• service;
• numbers;
• controllability;
• standardized tasks.

Standard time

The working time that is established for an employee (team), taking into account the qualifications and conditions for performing a certain unit of work, is called the standard time. The standardization of working time is measured in man-hours, the calculation of the standard time for performing work is carried out according to the formula: Nvr = Tpz + Top + Brake + Totl + Tpt, in which Nvr is the norm, and the remaining elements are time:

• Тпз – for preparation and completion of work;
• Top – operational;
• Torm – spent on servicing the workplace;
• Total – spent on rest, personal needs;
• TPT – necessary for technological breaks.

Production rate

To solve production problems, it is important to understand what the production rate is. This is an indicator that sets the amount of products that an employee must make per shift or hour. The calculation takes into account the qualifications of the specialist, organizational and technical conditions. This coefficient can be calculated using different formulas; Nvir = Tcm/Nvr is often used, in which:

• Nvir – production rate;
• Tsm - time fund;
• NVR is the norm of time.

Standard of service

Another important indicator is the maintenance rate, which determines the number of objects requiring maintenance in a given time. An example would be the number of machines that an operator must set up during a work shift. A subtype of such a norm is the controllability norm, which is applied to leadership positions. Calculation of the service rate is carried out using the formula Nob = Td/1rev, where:

• Nob – standard of service;
• Тд – actual working time fund;
• 1ob – set time for servicing 1 piece of equipment.

Labor regulation in legislation

The Labor Code establishes basic requirements for the regulation of labor activities. The document contains a section “Payment and labor standards”, in which there is a section “Labor standards”. The Decree of the Government of the Russian Federation “On the rules for the development and approval of standard labor standards” dated November 11, 2002 reveals the essence of the article. Additionally, a number of documents regulating this issue are used, these include the following:

• recommendations of the State Committee for Construction of the Russian Federation on labor standards;
• order of the Ministry of Construction of the Russian Federation for workers of bathing and laundry facilities, funeral services, and hotel workers;
• order of the Ministry of Culture for library employees;
• recommendations of the Ministry of Agriculture for veterinary specialists.

Labor standardization methods

To a decisive extent, the accuracy of the established value of working time costs depends on the chosen method for determining the norm. This concept hides a set of techniques for studying and analyzing work processes, measuring labor and time costs, identifying standard-forming factors, and so on. An accurate study will give an indicator of the rate of labor input, which is necessary and sufficient. All methods are divided into 2 groups: analytical and summary. In Germany, 7 methods were developed:

• timing;
• calculation of process time;
• method of multi-moment observations;
• method of comparison and evaluation;
• survey;
• time setpoint systems;
• planned time method.

Total

When the determination of the required time is carried out as a whole, without analyzing the labor process, standard-setting factors, or modeling the effective structure of the labor process, we are talking about a summary methodology. Rationing of work using the summary method has three types:

• experienced – the personal experience of specialists involved in the field of standardization is used;
• static – data obtained from statistical data;
• comparative (by analogy) – information obtained from a similar field with established standards is compared with the work in question.

Analytical

If it is necessary to increase productivity and labor efficiency, the analytical method is used. Its essence lies in the fact that the establishment of norms is carried out on the basis of a comprehensive analysis of the actually existing process. As a result, the optimal methods for performing each part of the work activity are selected. It is customary to distinguish the division of this technique into several varieties:

• experimental-analytical – study of the labor process in natural production conditions;
• calculation and analytical - establishing indicators according to standards for the operating mode of machines, time standards for certain operations;
• use of standard standards.

Rationing and remuneration

Research shows that within the same industry, productivity can vary by 2-3 times. The key factor influencing the achieved results is wages as the main element of employee stimulation. Organization of remuneration at any enterprise involves the development of:

• forms, systems of remuneration for labor activities;
• salary systems;
• parameters for calculating bonus payments.

The state apparatus influences the regulation of wages. The main factor is the establishment of a minimum wage. Payment requirements are also regulated in cases where the standards have not been met. If the failure to comply is the employer’s fault, then the employee must receive an amount equal to or more than the average salary. If the employee is at fault, the salary is calculated based on the actual amount of work performed. If the reasons do not depend on the employee or employer, then the employee is guaranteed payment of at least 2/3 of the salary.

Forms and systems of remuneration at the enterprise

For each enterprise, the choice of form and payment for workers is of great importance. Depending on the quality, quantity and results of labor, in interaction with rationing and tariff systems, the procedure for calculating earnings is determined. Remuneration is the most important element in motivating, attracting and retaining employees in an enterprise. In practice, two cost accounting systems are used: tariff and organizational and technical, each of which uses meters: working time and quantity of manufactured products.

Determination of official salaries

For managers, specialists and employees, a salary system is used. The monthly salary is determined in accordance with the position held. Each enterprise has a list of positions and salaries corresponding to them. Salary differentiation may depend on qualifications, degree, rank and other characteristics. The remuneration of managers is stipulated in the employment contract and is called contractual.

Such a payment system may provide bonus payments for exceeding quantitative or qualitative indicators. The legislation provides for a number of mandatory compensation allowances and surcharges:

• for work in the evening and at night;
• for work on holidays and weekends;
• minor workers;
• for the traveling nature of the work.

Development of a procedure for calculating incentive payments and bonuses

To encourage employees, many enterprises use incentive payments. A bonus is a payment given to an employee for achieving a certain result, for performing duties in excess of the basic salary. A bonus system is developed by representatives of the labor and salary department and the employee development service, and then it is approved by management. The provision on bonuses is fixed as an independent act or annex to collective agreements.

The employer has the right to independently develop the procedure for calculating incentive bonuses. Although the system may be individual for each case, it should include the following points:

• types and frequency of bonuses and payments for personnel;
• performance results that qualify for a bonus;
• circle of persons who apply for bonuses;
• indicators on which the availability and size of the premium depends;
• rules for calculating payments;
• conditions of depreciation.

Who is responsible for standardizing labor at an enterprise?

For large enterprises, a whole staff of employees is involved in calculating standardization, and for a small organization, the work of only one person (HR officer) may be involved; sometimes the introduction of a freelance specialist is required. Standardization or process organization engineers (standardizers) have knowledge of industry and intersectoral standards, know the materials used to organize labor standardization in a certain sequence, and other subtleties necessary to solve the assigned problems.

Study and analysis of working time costs

Standardization specialists study workplaces in order to determine the possibility of increasing labor efficiency by improving quality or quantity. Using standardization techniques, they formulate labor standards for specific positions or work categories. As a result of the professional’s activities, it is possible to eliminate wasted time, determine optimal work methods, build a structure of operations and sequence of actions, identify the reasons for non-fulfillment or significant over-fulfillment of standards to optimize production.

Development, replacement and revision of labor standards

When introducing new or improving old equipment, technologies that reduce labor intensity and workload, there is a need to revise the accepted rules. The reason for recalculation of standards cannot be the achievement of a high level of product production by individual performers using new techniques, technologies or improving workplaces on personal initiative. The process of formalizing changes corresponds to the procedure for introducing standards in an organization for the first time.

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