Doctor of Economics
(international professional degree UNESCO),
Ph.D., associate Professor Davydovskij
F.
Northwest
Open Technical University, Saint – Petersburg, Russia
Ph.D., associate Professor Velichko
E.
Saint
- Petersburg State University.
College of Physical Education and Sports, Economy and Technology, Russia
"PASS-THROUGH" SYSTEM OF KEY
PERFORMANCE INDICATORS OF THE WORK OF ENGINEERS: METHODS AND PRINCIPLES FOR THE
DEVELOPMENT
The method of construction of the various systems of bonuses and
material incentives for different categories of personnel, based on point –
factor evaluation of work efficiency, has found fairly wide application in the
theory of organization reward systems. The adaptation of this approach in
practice, its advantages and disadvantages and possible ways of improvement in
the conditions of industrial enterprises, was also considered by the authors in
the corresponding papers [1,2,]. The obtained results of implementation of
award indicators in the real practice of engineering enterprises, allowed
ultimately to formulate the basic principles of their formation: mainstreaming
the specifics of the organization of engineering work for specific job
positions; an exact match to the functions performed everything required of labor
for specific job positions recorded in documentary form (reports, protocols,
drawings, processes, process notifications, etc.); the hierarchy of building a
system of key performance indicators and cross-cutting nature of its formation.
In other words, the implementation of (non) performance indicators labour
technical workers should reflect execution (default) of the indicators of
efficiency of activity of all structural divisions as a whole.
Table 1
Structure of indicators of
efficiency of managers and specialists of the Department of chief technologist
|
The performance indicators |
Performance
indicators of labor leaders and specialists |
|
Baseline |
|
|
The performance of the
main parameters of the General graphics production preparation |
The timeliness
of the General timetable for the preparation of production |
|
The quality of the
development and implementation of technological processes |
Timely delivery
of technological processes from the first presentation |
|
The quality of
technological preparation of production |
The lack of
complaints from the chief engineer |
|
Quality
assurance inspection of the shops and sites of production divisions process
documentation |
No reasonable
complaints from the production units to ensure process documentation |
|
The quality and
timeliness of the control of observance of technological processes |
The lack of
complaints from the chief technologist |
|
Additional
(motivational) indicators |
|
|
Indicators
of non-material motivation |
Initiative,
responsibility and autonomy of employee |
|
The desire to
improve professional skills |
|
Build
"end-to-end" system of performance indicators for the different
levels of the management hierarchy can serve as a table of their compliance
with the organisation and management contents (table 1). Composed of premium indicators
are highlighted in two groups: basic indicators, reflecting the degree of labor
contribution of each worker to the final results of the division and
additional, reflecting the degree of manifestation of the employee personal
business skills in the performance of individual duties.
Between the two
groups of indicators there is a clear regulatory the ratio, expressed through
the values of the specific weight of each indicator in the system of bonus
indicators (table 2).
The examples
above are fully based on the use of the proposed principles of construction of
systems of key performance indicators, the implementation of which
in practice contributed to the
achievement of the main tasks of machine-building
Table
2
The specific weight of
indicators in the system, %
|
Name of the indicator |
The specific gravity
of the indicator, % |
|
The timeliness of the General timetable for the
preparation of production |
40 |
|
Timely delivery of technological processes from the
first presentation |
10 |
|
Labor
discipline |
5 |
|
The lack of complaints from the chief technologist |
20 |
|
Initiative, responsibility and autonomy in making
and implementing decisions |
15 |
|
The desire to improve professional skills |
10 |
|
TOTAL |
100 |
enterprises – to increase
productivity of employees and increase of a material interest in the results of
their own labor.
References:
1. Velichko E., Davydovskij F. Methodical questions of approbation premium
systems at the enterprises of shipbuilding complex of the city //
St. Petersburg national research University of information technologies,
mechanics and optics Scientific journal. Series "Economy and ecological
management". Issue 3 (22). 2015. URL: http://economics.ihbt.ifmo.ru/file/article/13794.pdf
2. Velichko E., Davydovskij F. Key performance indicators of labour and the
concept of building reward systems employees project teams // Mordovian state
University named after N. Ogarev. Saransk. Scientific journal "System management". Issue 2 (27). 2015. Doi: https://doi.org/10.17686/sced_rusnauka_2015-1540