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《财会通讯》编辑部: 编辑同志,我是一名会计人员。在我们公司内部实行了各种形式的承包,如我司技术服务部的设计人员每月以十张图纸为定额,每超一张,可拿到超额奖一元,每月大致可拿奖金30～40元;开发室实行年营业额(开发项目)承包,到年底也可拿400～500元的超额奖;技术服务部还实行年费用承包(我们也不能干涉他们日常花钱)。我公司销售服务部实行了销售收入承包,每月也都有丰厚的承包奖。只有我们财务人员只能拿到人人有份的干巴巴的基础奖10元,差距之大,收入之悬殊,严重挫伤了财会人员的工作积极性。近来随着全公司的业务开展,财会人员的工作量日渐加重,为了体现按劳分配的原则,我们向领导提出提高收入的要求。领导则说“你们财务人员,怎样考核?怎样定工作量?怎样承包?给你们划不出什么明确的道道来,
“Financial Communications” Editorial Department: Editor Comrade, I am an accountant. We have implemented various forms of contracting within our company. For example, the technical staff of our technical service department uses ten drawings per month as a fixed amount, and for each super-size one, we can get a one-off excess prize, and we can get a bonus of roughly 30 to every month. 40 yuan; development room to implement annual turnover (development projects) contract, by the end of the year can also get 400 to 500 yuan in excess of the award; technical services also implement annual cost contracting (we can not interfere with their daily spending). Our company’s sales and service department has implemented sales revenue contracting, and each month also has a generous contract award. Only our financial staff can only get a basic foundation award of RMB 10 for everyone. The large disparity and disparity in income have severely dampened the enthusiasm of accounting personnel. Recently, with the development of company-wide business, the workload of financial personnel has been increasing. To reflect the principle of distribution according to work, we have asked the leadership to raise revenue. The leader said, "Your financial staff, how do you assess? How do you set the workload? How do you contract? We can’t give you any clear instructions.