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TranslationMobile

固定工資

"fixed" in Chinese : adj. 1.固定的；確定的，不變的，固執(zhí)的。 2.【化 ...
"wage" in Chinese : wage2 vt. 1.實行，進行，作(戰(zhàn)等 ...
"wages" in Chinese : 等進行調整; 工資; 獎金
"floating wages; fluctuating wages" in Chinese : 浮動工資
"accounts wages" in Chinese : 應計工資
"accrued wages" in Chinese : 應付工資; 應計工資; 應計未付工資
"advance of wages" in Chinese : 提高工資; 預支工資
"advance wages" in Chinese : 預付工資
"amount of wages" in Chinese : 工資額
"arrears of wages" in Chinese : 拖欠工資
"arrears wages" in Chinese : 拖欠工資
"assignment of wages" in Chinese : 用工資作擔保的借約
"auxiliary wages" in Chinese : 輔助工資
"average wages" in Chinese : 平均工資
"board wages" in Chinese : 〔pl.〕 1.(給仆人等的)膳費折合的津貼；代作工資的膳宿。 ...

Examples

Fix wages and lack of promotion act as a disincentive to employee
工資固定又無晉升機會遏制了雇員的積極性。
Fixed wages and lack of promotion act as a disincentive to employees
工資固定又無晉升機會遏制了雇員的積極性
So , this paper that is based on the their own characteristics and their status , discusses the salary system ’ status and problems of the middle and small - scale iron and steel enterprise , and point out some new creative thoughts according to the compensation rules of the shuicheng iron & steel group company and nanjing iron & steel united co . , ltd . in the principle which retaining and motivating the key staff is mainly and recruiting the employees from the external is supply , we should do seriously the job analyze and post appraisal , and adopt the market pay level which is the hybrid policy . in the additions , in the guidance of the hierarchy of the need theory , takes the deference measures to design the compensation structure according to the executive 、 the middle and low level manager 、 technicians and operative employee doing the contributions to the enterprise , adjusts the ratios of fixed wages and variable wages , uses the annual salary system for the executive , implementing the dual ladders to the managers and the technicians
為此,本篇論文主要是根據(jù)中小鋼鐵企業(yè)的自身特點,論述了中小鋼鐵企業(yè)的薪酬體系的現(xiàn)狀和存在的不足,并結合水城鋼鐵(集團)公司和南京鋼鐵聯(lián)合有限公司兩家鋼鐵企業(yè)的薪酬制度,提出了相應的創(chuàng)新思路,即在以留住、激勵關鍵人才為主,以外部招聘員工為輔的思想指導下,認真做好工作分析、崗位評價工作,采取混合政策的市場薪酬水平,同時,在需求層次理論的指導下,根據(jù)經(jīng)營管理人員、一般管理人員、技術人員及操作人員對企業(yè)的貢獻不同采取了不同的薪酬結構設計,調整了特殊人群的固定工資和浮動工資的比例,對經(jīng)營管理人員實行年薪制,對技術人員和管理人員實行“雙梯制”的職業(yè)發(fā)展通道,從而確保了薪酬制度的公平性、經(jīng)濟性、激勵性,不同程度地鼓勵了企業(yè)特殊人才的工作積極性和主動性,優(yōu)化了企業(yè)的制度,提高了企業(yè)的核心競爭力。