How to reduce piecework wages. Reduced wages for workers. Legal methods and risks. Remuneration system for production workers at the enterprise

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

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

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Piece wages

Piece wages – This is one of the types of wages, which involves the dependence of the amount of money on the quantity or volume of work delivered.

The volume of work delivered may be calculated in terms of the number of units produced, the number of tasks completed, or some other measurement. This takes into account the quality of work, the complexity of the task, working conditions and the required level of qualifications.

Advantages of piecework payment

From the employer's side:

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

From the employee's side:

• Has the opportunity to independently control your earnings and increase it by increasing the volume of work.
• Work on a piecework basis is available even to novice specialists and workers without a reputation.

Disadvantages of piecework wages

From the employer's side:

• Possible reduction in product quality to increase production volumes.
• Often the costs of product quality control are equal to the total costs of control in other production areas.
• Often, workers are in a hurry and violate safety regulations or rules for handling equipment, which leads to injuries and breakdowns.
• Workers don't care much about production costs.
• Psychological factor - the employee does not feel like he belongs to the company’s team and does not work for a common result, but only for his own enrichment.
• Some types of work are quite difficult to measure in all respects; accordingly, difficulties arise in determining the volume of work performed.
• High staff turnover, which stems from a psychological factor, rarely employees are focused on the prospect of long-term cooperation.
• The need to introduce any compensating payments to smooth out possible fluctuations in earnings.

From the employee's side:

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

Types of piecework payment

Payment at piece rates is divided into:

1. Direct piecework. It provides a direct relationship between the volumes completed and the amount of earnings. The prices (rate) are fixed, depending mostly on the specifics of the work, its conditions and the qualifications of the employee.

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

2. Piece-bonus. In essence, this is the same as direct piecework payment, however, it assumes the presence of incentive payments for work above the plan or high quality manufactured product.
3. Indirect piecework. It helps calculate wages for maintenance personnel involved in maintaining equipment or working places. It is quite difficult to determine the volume and quality of work performed. To calculate wages, you need to divide the rate by the production rate of workers using the equipment being serviced. Bonuses under such a system are usually awarded for trouble-free operation of equipment.
4. Chord. Such a system is designed to complete work with a limited time frame. Then the worker knows the price for the entire volume and knows in what period of time he needs to complete the work. If the task takes a long time to complete, an advance is paid. It is a common practice to pay bonuses for completing work ahead of schedule. It is used mainly in those areas where it is difficult to standardize labor in any other way: during repairs, construction.
5. Piece-progressive. Such a system involves paying for production norms at standard prices, and after exceeding the plan, prices increase. Typically, increased prices do not exceed standard prices by more than 100%. Typically, a progressive piece-rate system is introduced for a certain period of time in those areas of production where maximum performance is required. This payment method is quite expensive for the employer.

How is piecework wages calculated?

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

Prices directly depend on temporary production standards, tariffs and type of work. To calculate the final price, divide the hourly rate (or daily or standardized) by the production rate for the same period of time. Payments can occur either individually or to a group of workers.

With a direct piece-rate wage system, calculate wages using the formula: Wages = Piece rate per unit of product (type of work) x Number of manufactured products (work performed)

Piece work and time work: what is the difference?

In fact, piecework and time-based payment are polar approaches to remuneration and, accordingly, to its evaluation.
Time-based pay assumes that the employee spends his time in the most efficient way. The employer hopes that the result of the employee’s work will be more valuable than the time purchased.

When using piecework payment, time spent is not recorded. Often, the employer does not know how many hours it took to produce the product and has difficulty determining its cost. Full responsibility for efficient use time is borne by the employee, and he also bears the costs associated with irrational allocation of time. Often, workers themselves set piece rates for their work.

Types of remuneration

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

1. Main. It consists of:
   • payment for a specified period of time, payment for a specified amount of labor, subject to the calculation of payments according to the piecework system, as well as time-based or progressive payment;
   • overtime payments for work longer than the established period, for night work, for any work performed in excess of the norm specified in the contract;
   • payments for production downtime that occurred due to reasons beyond the employee’s control;
   • bonus payments, as well as incentives and incentives.
2. Additional. It consists of:
   • payment for time not worked for reasons beyond the employee’s control in cases where such a possibility is provided for in the contract and legislation;
   • vacation deductions;
   • payments to employees on maternity leave and nursing mothers;
   • teen benefits;

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

Time payment is based on the amount of time which the employee spent at work. Usually the contract specifies the number of working hours.

Time payment may include:

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

Time payment consists of:

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

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

Legal norms

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

According to the law, the state provides guarantees for:

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

I'm sure that for the majority Russian entrepreneurs The question: deal or no deal is not worth it. Of course it's a deal! In a society where money rules, it cannot be any other way. Money is the most powerful incentive. And if you create a direct relationship: the result is money, then you will get the most effective enterprise model.

Indeed, piecework wages have many advantages for the enterprise:

Firstly, Every worker understands that the more he works, the higher his salary. Therefore, if he needs money, and, as we know, there is never too much money, he will literally “die” at the machine, only in order to get as much of this coveted material well-being as possible. And natural human greed, fueled, or one might even say inflamed, by the media, pushes the employee more than ever to give, as they say, “to the fullest.”

Secondly, the deal allows the employer to completely protect itself from lazy or unproductive workers. If an employee does nothing, then he earns nothing. He doesn't have to pay for work he didn't do. And the share of wages in the cost of a unit of production is always constant. The risk of paying for employee idleness is reduced to zero - the employer pays only for those employee actions that led to the desired result.

Third, the transaction, as a rule, is accompanied by full financial responsibility of the employee for the results of his work. In other words, all risks of possible product defects are borne by the employee. Through a system of fines, it fully compensates the employer for all losses incurred by the latter due to the employee’s negligence. And this is fair, although not always legal.

Fourthly, full material liability The employee forces him to treat raw materials and materials more rationally, monitor the consumption of materials and fall into the established norms of technological waste. The employer, in turn, can, and, as a rule, takes advantage of this, to save on the quality of the material. Making candy out of “shit” is main responsibility worker on the deal.

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

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

Seventh, the transaction implies almost no costs on the part of the employer for training and advanced training of employees. They pay more for skilled labor, and since workers strive for more earnings, they themselves are interested in improving their skills. “Training,” as a rule, occurs by observing older comrades and getting your own “bumps,” since no one will teach themselves to their competitors. Here, as in natural selection, the strongest survive, and this leads to an increase in the overall efficiency of the enterprise.

And finally, workers who go to work solely for money view it as inevitable, wasted time, and an obligatory payment for subsequent pleasures. Work time is not associated with a full life, therefore their requirements for the surrounding reality during this period are minimal. They don't need to create additional comfortable conditions for work. You can get by with the minimum necessary set of essential amenities. They are of little interest in the “working” atmosphere in the team, since everyone is for himself. Yes and yours workplace everyone arranges it independently - there is no time for ergonomics, the main thing is that it allows for maximum volume. With a minimum of costs - maximum results.

Complete advantages for both the employer and the employee. But while listing the advantages, one cannot fail to note the disadvantages. When there is a transaction, there is only one - it cannot always be applied.

So, let's summarize. The deal is:

• strong motivation and, consequently, high productivity;
• high quality of products without additional costs for its maintenance;
• reducing to zero the risks of increasing production costs due to the laziness and carelessness of individual workers;
• reducing costs for monitoring productivity and material consumption; no costs for training and creating a comfortable environment for workers.

This is what most Russian entrepreneurs think. But…

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

Let me make a reservation right away that piecework wages can be justified if the following conditions are simultaneously met: the work is low-skilled, the number of operations is limited, the work is temporary, or the employer is not concerned about high staff turnover. If all three conditions have met at your enterprise, then you can use the deal. But even in this case, this will not be the most effective solution.

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

But first things first.

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

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

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

Hard work and even workaholism are one of the manifestations of the multifaceted properties of laziness: either unsettled personal life and an attempt to escape from complex everyday problems (instead of solving them) into the illusion of full employment in a less problematic job, which is the most common. Or a desire, even an obsession, to get rid of the piled-up work as soon as possible. But, as you know, work tends to “multiply” without ending. And in parallel with the first job, a second, third, etc. appears.

Thanks to laziness, each person has his own limit of value, but not consciously - at the subconscious level. And for every financially motivated person, a moment comes when the level of his material income becomes equal to his internal material needs, his internal self-esteem. At such a moment further material motivation stops working because stumbles upon an insurmountable barrier of the body’s reluctance to strain once again to obtain extra material benefits.

But what about: “there is no such thing as extra money”? Can not be. Who would refuse extra money if it falls from the sky without any additional stress? But if in order to get this extra money you need to make an effort, and not a small one, then every employee will prefer to rest once again. Let me remind you that we are talking only about material motivation.

I repeat, material motivation always has a limit. Of course, over time this “ceiling” grows for each prosperous employee, and falls for the unfavorable one, but it is always there.

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

Piece-rate wages produce a noticeable effect only at the first moment of its implementation - productivity actually increases, sometimes significantly. But a person quickly gets used to everything, so what follows is stagnation and a drop in performance. And additional stimulants are required: deductions, fines or even bonuses, which are not always effective.

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

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

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

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

Fourthly, any new employee, whatever highly qualified he was not, cannot immediately and painlessly “merge” into the new working conditions for him. Each enterprise has its own characteristics, and it takes time to adapt to them. Therefore for again hired workers there is a period of entry into new company(I'm not even talking about probation), during which time this employee is usually paid a time wage, because at first his productivity will be extremely low, he will not earn anything and will simply quit after the first days of work. But even this period, which usually lasts one or two months, is often not sufficient to achieve the desired productivity. Moreover, no one teaches him or instructs him, because... all the “old” employees are on a deal, and there is no reason for them to waste their time on a newbie. Moreover, he is their competitor (but more on that below). And the new employee himself is forced to “flounder” in his problems and try to “swim out” on his own. Usually, a new employee quits immediately after receiving his first salary, calculated based on piecework, or a little earlier, having estimated what he can get in the end. Therefore, in enterprises with piecework wages there is a very high turnover among newly hired workers, and not only - simply, a high turnover.

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

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

It is obvious that an employee who only needs money from the company, always money and nothing but money, is only interested in producing as much product as possible with the least amount of effort, the volume of which directly determines his earnings. This is achieved by constant violation of technology and exorbitant operation of equipment. He is only interested in the quality of the manufactured product until it is checked by the quality control department or transferred to another site; what happens next with his product is absolutely not important to the employee. And no punishment or convincing the employee that, for example, the condition of the equipment depends on its production, and, consequently, earnings, can change the situation. He is simply not paid directly for this work. He is paid only for the external result, with little control over the process of obtaining this result and, as a result, without representing the consequences either for the result itself or for the objects involved in this process. For an employee, only a limited list of operations with established tariffs is valuable, for which he goes to work. This list does not include maintenance of equipment, adherence to technology, improvement of product quality, or careful handling of company property.

Another problem with piecework wages is discipline. Because the employee seems to be interested in high productivity, it is believed that there is no special need to customize him. He must push himself. But, besides the fact that all workers are lazy, as we have already found out, few of them are inclined to self-discipline, and if you give them free rein, we will get a long build-up at the beginning of the month and a rush at the end before the closing of the reporting period for payroll calculation. It is clear that in such a situation there is no need to talk about any planning, rhythm of production, high productivity, quality of products, careful attitude to equipment and tools. Even in a transaction, employees must be tightly managed.

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

In addition to the labor discipline determined by the internal rules labor regulations company, which, incl. determines the duration daily work, and the start and end time of work, and the time of breaks in work, etc., there is a concept: “production discipline”. It includes all aspects related directly to the production process: adherence to technology, fulfillment of approved deadlines and plans, etc. Every manager who counts his income must ensure that the employee completes the required amount of work within a strictly allotted working time interval . This is due not only to the company’s external obligations to its customers regarding the deadlines for fulfilling orders, which is also important, but also purely economic considerations.

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

But that's not the worst thing. The transaction requires accurate accounting of all technological operations performed by the employee during accounting period and converting them into his salary. And this is expensive software, and a whole staff of collectors of this information, accountants, bookkeepers, etc. In addition, with each salary payment there will definitely be 10-15% of “cheated” workers, with each of whom someone must deal. To top it all off, add to this list of “servants” of the transaction also specialists who will constantly carry out timing and change existing tariff rates or set new ones when changes technological processes. And this will definitely need to be done.

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

The fundamental difference between “competition” and “competition”, as I mean by the meaning of these words, is that competition presupposes victory over an opponent according to established rules and by improving one’s own performance, and competition allows for any methods, incl. aimed at deteriorating the opponent’s performance until his complete destruction.

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

Competition breeds enemies within the team, reduces productivity, makes management dependent on production “stars,” increases staff turnover, and deteriorates the quality of products. There are cases when workers harm each other by secretly damaging a “competitor’s” product or breaking his tools. As a result, not only the competing workers themselves suffer, but also the enterprise.

Competition arises because there is nothing uniting workers in a team; everyone is for himself. They are forced to fight, sometimes literally, for profitable orders, for new tools, for high-quality raw materials. In war, as we know, all means are good. It is also known that in war there are no casualties and destruction, and it is primarily the enterprise that suffers from this.

Business managers, most often, do not notice this competitive struggle, or pretend that they do not notice, because competition is good: the strong will survive, the weak will be strengthened. But even in a free market there are rules governing competition that limit monopolies. In an enterprise, if this is not stopped or at least not regulated, then as a result, just like in the market, everything is monopolized by a few employees, who dictate their terms to management. They are not interested in developing new technologies at the enterprise - why would they need an extra headache, nor in improving their own qualifications - it is easier not to allow other workers with higher qualifications than them into their sphere of interests. It is very difficult to fight these, because... in order to put them in their place, you first need to have an alternative to them in case they leave, but you cannot create an alternative - they will prevent this in every possible way.

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

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

Piecework wages motivate only the volume of operations performed at a specific workplace. I repeat, a pure transaction is not aimed at increasing the volume of finished products produced by the enterprise as a whole, but only at irregular bursts of activity in local production areas. As a consequence, the transaction always increases the production cycle and generates huge production and stocks, incl. illiquid assets. The logic here is clear: every participant in piecework wages, including not only direct performers - workers, but also teams, sections, workshops, is only interested in producing as much profitable product as possible at his workplace, without caring at all about workload and needs of cooperation neighbors. Therefore, at certain moments, when “all the stars have aligned”, and this particular workplace is fully provided with orders, raw materials and semi-finished products, and free production capacity, there is a temporary increase in productivity, and the rest of the time there is sluggish activity waiting for the missing components production process. At the same time, every workplace is simply overwhelmed with incomplete orders.

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

I'll start with a specific situation. It happened several years ago at one of the Russian enterprises woodworking The problem that this company faced then was the failure to meet delivery deadlines and the loss of some customers. The problem did not lead to a decrease in sales, since demand then exceeded supply. But a situation where 30-40% of orders are shipped later than promised could well lead to negative consequences for the business. Therefore, the task was set - to learn how to produce products on time. All measures taken by the plant (implementation of a quality management system, quality control of incoming raw materials, combating defects in individual operations, consideration of specific customer complaints, etc.) did not lead to the desired result. Plans were thwarted time after time. Month after month passed, but the situation did not change.

Faced with this problem, we then proposed to find the root problem using the theory of constraints technique. Collaboration with the management of the enterprise took one day.

What we discovered then was unexpected for everyone: the culprit was piecework payment at one of the processing stages. The management of the enterprise could never have imagined that piecework payment could hinder the development of the enterprise. All their previous experience told them that such payment is fair, allows for the correct behavior of workers, and is beneficial to the enterprise itself, because we pay only for results. But in fact, it led to the fact that the product that the enterprise needs right now does not necessarily coincide with the product that is beneficial to the worker (with piecework wages, the worker earns differently, producing different products).

Sooner or later, the worker will find the opportunity to produce exactly what is beneficial to him. At the same time, he is right in his own way, because it was the management that set the prices and gave him the right to receive payment for results. And the worker produces the result. The one that is beneficial to him and for which the company promised to pay him more. Another interesting thing here is the position of the master - the leader who is the only one aware of the situation. It was he who allowed the worker to produce something that was not currently needed according to the delivery schedule. The fact is that the master understood that if he did not allow the worker to earn money, he could quit. And this will create a new, no less problem. Including personally for the foreman, whose salary also depends on the completion of volumes.

Since that time, I have observed this picture many times, at enterprises in different industries ( food production, defense industry, retail and wholesale, services). Of course, piecework wages do not always lead to such sad results. But it always carries this potential danger, since it creates a hidden conflict between the interests of the enterprise and the interests of the employee. Sooner or later this conflict becomes decisive.

Let's dig deeper. Why do we use piecework wages? Of course, you can convince yourself that it is fair. But I have seen enterprises where the worker manages to fulfill the quota by 500-700 percent (occurs in defense enterprises). Does he get paid his full salary in this case? No. Where does justice go? So it's not about fairness of payment. The fact is that we are convinced that without piecework wages, workers will not work at all to their full potential, because they are lazy. And if you pay a worker just a salary, he will not strive to produce the best possible result. That's the whole point. This is why piecework wages are retained at Russian enterprises.

But is this belief correct? Is it true? Ask yourself personally (if you are not on a deal): why are you trying to do your job responsibly - just because it pays well? Will you try twice as hard tomorrow, get twice the results, if you get paid twice? You most likely do your job responsibly because it interests you, because you like to enjoy the process and like to grow professionally. That is, a person has many more motives than just material reward. I recently spoke with the leaders of one Chelyabinsk organization(car services). So, they claim that their workers’ wages are not in the first place. First of all, workers like the result they get and the process itself. They enjoy the process and the result.

And here's what else is interesting. If you remain convinced that “a person is lazy and the only way to get him to work to the maximum is through piecework,” you will receive constant confirmation of this. After all, this is exactly how it has been until now, right? You see how a person asks for an increase in salary for expanding functionality, for improving qualifications, for combining professions, how he slows down his work so that you do not raise the standards. And he deliberately does not complete the work in order to be able to get more overtime. This situation is called a self-fulfilling prophecy. Are these consequences of your belief reflected in the performance of your business? You decide.

Personally, I chose a different belief for myself: “People by nature want to work and enjoy it. They enjoy being part of a community, they enjoy making decisions, growing professionally and achieving results.” Piece payment is inappropriate with such a belief; it contradicts it. And you know, I also constantly receive confirmation of my belief.

One more argument. In the western large enterprises There is practically no piecework wage, although (as we know) productivity there is much higher.

I'm sure we live in most interesting time from the point of view of organizational management. There are dramatic changes happening in the world, not all of which we notice in time, and therefore do not use. Some of these changes are so dramatic that even if we notice them, we cannot afford to take advantage of them. Simply because we are not ready for them.

Today, many employers hire employees on a piece-rate basis.

This type of payment is no longer uncommon and, moreover, stimulates the employee himself to work well, because the more you do, the higher the salary.

Definition of the concept and procedure for regulating this issue in the Labor Code

The concept of piecework wages refers to a form of calculating employee wages, which directly depends on the amount of work performed. In the process of performing a certain work, its type is taken into account, as well as the conditions under which it was done.

This type of payment is clearly regulated Article 135 Labor Code RF. This article contains clear rules for determining a worker’s payment for a certain amount of work.

Moreover, piecework wages may contain various options.

Advantages and disadvantages

Piece wages, as another form of employee remuneration, have its advantages and disadvantages.

Main advantages it is generally accepted:

• interest in the work of the employee himself (this is due to the fact that the employee understands that it depends only on him what salary he will receive at the end of the month);
• self-realization. The employee is not afraid to take full responsibility;
• the employee initially knows how much money he can get for performing this or that work;
• wages directly depend on the quality of the work (both a reduction in the amount of payment for poor-quality work and an increase for excellent quality and fast deadlines may be provided);
• this form of payment helps the company achieve certain heights in its activities, since employees do their work conscientiously;
• independent formation of wages by the employee (the employee, having calculated the estimated work plan, can determine his preliminary amount salaries).

Concerning shortcomings of this form of payment, the following are considered more significant:

• a significant decrease in the quality of products, since the employee is mostly interested in volume;
• deterioration in quality of service production equipment, which leads to its malfunctions and, as a consequence, capital investments;
• possible disruption in the technological process;
• complete disregard for safety rules;
• significant excess consumption of raw materials.

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Kinds

Piecework wages can be of several types. Let's consider each of them separately.

Simple

This type of piecework payment is quite simple. It lies in the fact that the employee knows about his payment even before the work begins.

The key points of this form of payment is a clearly established payment for the performance of a particular work based on the tariff rate, corresponding to a certain category of work (some work is simple, and some is very complex).

Piece-bonus

The essence of this type of payment is that in addition to payment for a certain type of work, the employee can receive a bonus. It can be awarded for high-quality performance of any work or for something else that is provided for in the contract with the employee.

As a rule, a bonus always stimulates an employee, which affects his future work. It is for this reason that the piecework-bonus form of payment is often found in our country.

Piece-progressive

Payment, which is made in this form, is usually calculated based on the results of single rates. When performing more work than is required by the norm, the employee has the right to receive payment for exceeding the plan.

It is worth noting that this form payment can be introduced for a certain period, at the end of which the usual piecework payment comes into force.

Piece-progressive payment can be introduced by the company's management, including the amount of the bonus for exceeding the norm.

Indirect piecework

The amount of indirect piecework wages lies in the fact that the amount of employees’ salaries is made dependent on the assessment of the work of the workers they serve.

Usually, this type payment is used for such employees as:

• equipment adjusters;
• Equipment repair mechanics.

Payroll calculation in this form often depends on the performance of a particular job. This is due to the fact that workers on this form of payment can perform different types of work every day, for which different remuneration is provided.

Chord

This system of paying an employee involves payment not for a specific job, but for the whole job. Its size directly depends on what kind of work needs to be done by workers in a certain period of time.

As a rule, this form of payment is used in those enterprises where it is necessary continuous production. Such payment encourages employees to ensure continuity of the technological process.

Mixed or piece-time form of remuneration

This type of wage payment form is a synthesis of piecework and time-based wages.

What forms of remuneration exist are described in the following video lesson:

Registration procedure

In order to switch to piecework wages, the employer must first abolish the previous type of payment. After the prices that apply to piecework payment for performing a particular job are generated, the employee switches to this form of payment.

It is worth noting that without the consent of employees, independently transferring them to this form of payment is considered illegal. This is clearly regulated by Article 72 of the Labor Code of the Russian Federation.

An exception to this is Article 74 of the Labor Code, which provides for the transfer of an employee to piecework payment only if the enterprise is unable to pay wages in another form. An example of this is the start of a procedure.

The nuances of drawing up an employment contract

Article 57 of the Labor Code of the Russian Federation clearly indicates that when working on a piece-rate basis, he must first of all be familiar with the prices provided for in the contract.

At the same time, you should not forget that if an employee works using this form of payment, he must, like everyone else, receive a salary twice a month. If the payment schedule is violated, management faces criminal proceedings.

When drawing up an employment contract, the employee must make sure that it contains the conditions under which the work performed is accepted. As a rule, after accepting a job, a letter is issued, which is the reason for paying wages.

When signing an employment contract, you should make sure it contains:

• prices for performing work;
• the procedure for calculating wages when leaving;
• actions of an employee in the presence of “downtime”.

The presence of such regulations in employment contract will eliminate all future troubles in the event of conflict situations with the employer.

Procedure for paying for downtime

Many people confuse downtime with rest. However, this is not the case. The fact is that downtime is always considered working time, so it has nothing to do with rest.

It doesn’t matter whether the downtime was a whole day or a few hours, the employee still must be at his workplace at that time.

In the event that the management of the enterprise probably knows that the downtime will last for several days, they can allow the employee not to show up for work on these days.

This decision primarily works for the benefit of the enterprise, and only then the employee. The decision not to go to work during the downtime period must be accompanied by a corresponding order from management, otherwise it will be illegal.

Employees who work on a piece-rate basis must receive tariff rate, which should be specified in the employment contract in this regard.

Many business managers use a trick during downtime, asking their employees to register.

It is worth paying attention to the fact that employees are not obliged to follow management’s lead and take unpaid vacations, since they will still receive wages, albeit in a smaller amount.

Rules for calculating vacation pay

When working on a piece-rate basis, you don’t have to worry about how vacation pay will be calculated.

Firstly, this must be provided for in the employment contract.

Secondly, in the absence of this clause in the contract, there is the legislative framework, which clearly regulates the procedure for calculating vacation pay for the piecework form of payment.

Vacation pay is calculated in the same way as with any other form of payment. That is, when calculating vacation pay, data is taken on wages for the last year.

After that, total amount income for the year should be divided by 12, then the resulting figure by 29.4.

When calculating, the resulting amount is multiplied by the number of days of the main vacation.

It is worth noting that each employee can calculate the amount of vacation pay in advance independently. To do this, just follow the above steps. This will allow you to plan your vacation in advance.

For information about the benefits of piecework wages, watch the following video:

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