Average monthly labor productivity formula. How to calculate labor productivity: the formula and ways to increase the indicator. What affects labor productivity

For the convenience of studying the material, we divide the article Development into topics:

There are three methods for determining production: natural, value (monetary) and labor.

Production in kind or in value terms is determined by the formula:

Output = Volume of marketable (gross or sold) products: Average number of employees (or workers)

The most clearly and objectively characterizes labor productivity is the production indicator in physical terms - in tons, meters, pieces and other physical indicators. The advantage of this method is that it gives a more accurate and objective result about labor productivity. The disadvantage of this method is that it can only be applied in those enterprises that produce homogeneous products. In addition, the output calculated using this method does not allow us to compare the labor productivity of enterprises in various industries.

The most widespread method is the cost method for determining the output. In monetary terms, production can be calculated both in terms of marketable and regulatory net production.

Production in value terms, calculated by marketable or gross output, depends not only on the results of the work of this team, but also on the cost of raw materials and materials used, the volume of supply cooperation, etc.

In a number of industries (clothing, canning, etc.), labor productivity is determined by the standard processing cost.

It includes standards for the costs of the main with accruals, general and general production costs (according to standards).

Output indicators depend not only on the method of measuring the volume of production, but also on the unit of measurement of working time. The output can be defined for one man-hour worked (hourly output), for one man-day worked (daily output), or for one average employee per year, quarter or month (annual, quarterly or monthly output). At Russian enterprises, the main indicator is annual output, in a number of foreign countries - hourly output.

The labor method for determining the output is also called the method of standardized working hours. output is determined in standard hours. This method is used mainly in individual, in teams, in sections, as well as in workshops for the release of heterogeneous and incomplete production.

The advantage of the labor intensity indicator is that it allows one to judge the cost-effectiveness of human labor at different stages of manufacturing a particular type of product, not only for the enterprise as a whole, but also in the shop, at the site, at the workplace, i.e. to penetrate into the depth of the performance of this or that type of work, which cannot be done with the help of the production indicator, calculated in value terms.

The labor method allows you to plan and take into account labor productivity at all stages of the production process, link and compare the labor costs of individual sections (workshops) and workplaces with labor productivity indicators for the whole enterprise, as well as the levels of labor costs at different enterprises in the production of the same product.

Production rate

The production rate, the number of units of production (or work) that must be manufactured (performed) per unit of time (hour, work shift, month) under certain organizational and technical conditions by one or a group of workers of appropriate qualifications. N. in. depending on the type of work, it can be expressed in pieces, units of measure of length, area, volume or weight.

Determined by the formula:

HB = Tr x h: Tn,
where Нв is the production rate; Tr is the duration of the period for which the production rate is set (in hours, minutes); h - the number of workers taking part in the performance of the work; Тн - the norm of time for a given job or one product (in man-hours, man-minutes).

In the USSR N. in. installed, as a rule, in mass and large-scale production, when during the entire shift one job is performed with a constant number of performers. N.'s greatest application of century. received in the coal, metallurgical, chemical, food industries, in areas of mass production in mechanical engineering.

N. in. must be technically sound. When establishing them, it is envisaged to use the latest advances in technology, technology and advanced production experience. This allows you to provide a progressive level of N. century. Establishment of technically substantiated N. century. orients socialist enterprises and individual workers towards achieving higher than the actual average labor productivity.

The production rate is an important indicator, the basis for the planned management of an enterprise. It defines the number of units of production (or the number of operations performed) that must be manufactured (or performed) per unit of time. The calculation of the production rate is carried out for one or a group of workers with the appropriate qualifications, with the optimal and most rational use of equipment, taking into account the progressive methods of work applied in this case.

For mass and large-scale production, characterized by taking into account the labor of special workers employed in preparatory and final work, the time rate for the manufacture of a unit of production is equal to the rate of piece-calculation time. For piece, serial and small-scale production, when the same employee performs the main, preparatory and final work, these time rates will be different.

When calculating the production rate, which expresses the necessary result of the activities of workers, natural indicators are used: pieces, meters, kilograms. The production rate (Nvyr) is the quotient of dividing the duration of one work shift (Vsm) by the time spent on the manufacture of a unit of production (Vsht).

For mass production, the production rate will be equal to:

Nvyr = Vsm / Vsht.

If the production is batch or one-to-one, then the value Vshtk is used as a divisor in the above formula - the time rate determined by the calculation method when calculating the cost of a unit of production.

In this case, the production rate is calculated by the formula:

Nvyr = Vsm / Vshtk.

In those industries where the preparatory stage is calculated and standardized separately for each work shift, the production rate should be calculated using the formula:

Nvyr = (Vsm - Vps) / Tsm, where Vs is the time spent on preparatory and final work.

The formula for calculating the production rate in cases of using automated and hardware equipment will be slightly different:

Нvyr = Ho * Нвм, where Ho is the service rate, Нвм is the equipment production rate, which is equal to:

Нвм = Нвм theor * Кпв. Here Нвм theor is the theoretical rate of production of the equipment used, Кпв is the coefficient of useful labor time per shift.

In the case of using periodic instrumental processes, the production rate is equal to:

Нvyr = (Vsm - Vob - V ex) * VP * Ho / Vop, where V rev is the time spent on equipment maintenance, Votl is the time rate for personal needs of personnel, VP is the products produced in one period, Vop is the duration of this period ...

P = C / Nvyr, or
P = Vsht * C, where C is the rate of this category of work.

Developing a solution

In modern economic conditions, it becomes more and more obvious that the existing management system does not meet the needs of the enterprise as an operating system. The existing vertical ties have not yet been fully replaced by horizontal ones, on which, in fact, the Western system of acceptance is based. Currently, domestic enterprises do not use the principles of organizing effective management, thus, increasing the efficiency of managerial decision-making in modern economic conditions is a relevant and timely topic.

In order to improve the efficiency of the management system at the enterprise, it is necessary to consider two tasks:

1. Justification of the need to create conditions within the enterprise as an operating system for increasing the "creativity" not only of the managers of the lower and middle levels, but also of ordinary employees by empowering them with certain powers in the decision-making process. Their proposals for improving such a system as a whole and alternative solutions for individual production, financial and management issues can become the basis for the functioning strategy developed by the enterprise.
2. The effectiveness of the decisions made cannot be assessed without the use of mathematical tools and software.

One of the decision-making methods is the development of decisions in the "man-machine" dialogue is a multiple alternation of heuristic (performed by a person) and formalized (performed by a computer) stages.

In the process of the "man-machine" dialogue, decisions are jointly designed as the production situation changes (the method of sequential optimization) with the gradual input of essential facts, i.e. the solution algorithm is not established in advance, but in the process of calculation on a computer.

In modern decision support systems (DSS), effective communication (symbiosis) of a person and a computer is provided, which presupposes the use of the strongest qualities of each participant in this process.

The DSS software is based on expert systems.

An expert system is a program focused on solving poorly formalized problems in certain subject areas at the level of expert experts.

When working with expert systems:

Hypotheses are put forward and tested;
- new data and knowledge are generated;
- requests for new data input are generated;
- conclusions and recommendations are formed.

Poorly formalized tasks have the following characteristics:

Cannot be specified in numeric form only;
- goals cannot be presented in terms of a well-defined objective function;
- there is no clear algorithm for solving the problem;
- initial data are incomplete and ambiguous.

The knowledge base stores the so-called rules, which are understood as logical and algorithmic expressions (operations).

An inference engine is a program that forms a sequence of logical and computational operations into an algorithm, on the basis of which the result is obtained.

Explanations subsystem - forms the trace, i.e. an algorithm in the form of a set of rules that allow the decision maker to understand how the result is obtained.

Knowledge acquisition subsystem - provides a dialogue with experts, selection and formalization of knowledge.

The subsystem of interaction with the object may be absent, as well as the object itself.

There are different forms of communication between the decision maker and the ES:

Using a tabular language.
- Dialogue in the form of a menu.
- Dialogue in natural language.

The latter form of communication presupposes a high level of ES and is still rare.

To use a natural language, a rather complex analyzer program is required that performs the following functions:

Lexical analysis;
- syntactic analysis;
- semantic analysis.

In modern ES, communication with decision makers is carried out using a tabular language (setting a task) and a menu (specifying a task in the process of its execution).

Effective use of the "man-machine" dialogue presupposes the fulfillment of the following conditions:

Convenience of communication (human access to the car);
- psychological readiness of a person to communicate with a computer;
- a sufficient level of machine intelligence.

The effectiveness of the decisions made is also impossible to evaluate without the use of mathematical tools and software.

For example, "decision tree" analysis. Currently, there are several programs with which it becomes possible not only to build a decision tree, but also to analyze it.

Decision trees are a graphical tool for risk-based decision analysis. The hierarchical structure of the "classification tree" is one of its most important properties. The “trunk of the tree” is a problem or situation that needs to be addressed. The “top of the tree” are the goals or values ​​that guide the decision-maker.

Decision trees are created for use in models in which a sequence of decisions is made, each of which leads to some result. The decision tree is used to determine the optimal strategy - a sequence of decisions that must be performed when certain random events occur. In the process of constructing and analyzing production, financial and managerial situations, the stages of directly creating the structure of the model, determining the values ​​of the probabilities of possible output results, determining the values ​​of the utility of possible outputs and evaluating alternatives, as well as choosing a strategy are distinguished. Moreover, it should be noted that the most important stage in the application process of the decision tree analysis is precisely the last stage of evaluating alternatives. It is important to understand that decision analysis does not imply a fully objective analysis of decision making models. Many aspects of decision analysis require personal judgment - this relates to the structure of the model, the determination of the values ​​of probabilities and utilities. Many complex real-life models simply lack empirical data to fully analyze. However, practice shows that even in such cases, analysis using decision trees is of undoubted benefit.

Product development

The indicator that determines the amount of products produced per unit of time is called output. Production characterizes the productivity of labor. Natural (t, m, m3, pcs., Etc.) and cost indicators are used as measuring the quantity of products produced.

Varieties of output indicators:

I. Depending on the level of the economic system, according to which the indicator is calculated, production is distinguished:
- individual (personal development of individual employees);
- local (production at the level of a shop, enterprise, industry);
- public (at the level of the national economy as a whole); it is determined by dividing the output for a period by the number of people employed in material production.

II. Depending on the unit of measurement of working time, indicators of hourly, daily and monthly (quarterly, annual) production are used. These indicators allow you to assess the performance of labor, taking into account the nature of the use of working time.

There are the following dependencies between these indicators:

Where: Wч - hourly output;
Wдн - daily production;
Wm (q., G) - monthly (quarterly, annual output);
IWh, IWdd, IWm (q., G) - respectively, indices of hourly, daily and monthly (quarterly, annual) production;
ChfDfm (q., D) ICHf, IDfm (q., G) - respectively, the indices of changes in hours actually worked during the working day and actually worked days during the month (quarter, year).

Indices of change in natural and conditionally natural indicators of production (Iwн) are calculated by the formula:

Iwn = W0n: Wbn
where W0н - production in kind (conditionally in kind) in terms of the reporting period; Wbn - production in kind (conditionally in kind) in the base period.

III. Depending on the methods of measuring production volumes, there are natural (calculated by the volume of production, expressed in physical units), labor (labor intensity in standard hours acts as a measure) and cost (all types and volumes of products are expressed in a single monetary indicator) indicators of production ...

Formula development

Output (B) is determined by the ratio of the quantity of products produced (Q) to the labor time spent on the production of these products (T), i.e. by the following formula:

The production rate is the number of units of production (work) that must be manufactured (performed) by one employee or a group of employees per unit of working time (hour, shift, month) in specific organizational and technical conditions.

Production rates are measured in natural units (pieces, tons, meters, etc.) and can be determined based on the time rate using the formula:

H in = T cm / H bp,
where H in - the rate of production per shift;
T cm is the duration of the shift;
H vr - the rate of time per unit of work (production).

Production rates apply to workers of any profession in those cases when, during the period of time for which it is established, one worker or a group of workers perform any one job (operation).

Average annual output

The average annual output of one worker is equal to:

GV = UD x D x P x CHV
where:
UD - the proportion of workers in the total number of industrial and production personnel
D - days worked by one worker per year
P - average working day
ЧВ - Average hourly output of the worker

Calculation of the influence of factors on the level of average annual output of employees of the enterprise by the method of absolute differences.

Factor Algorithm for calculating GW
The change:
Share of workers in the total number of PPP
The number of days worked by one worker per year
Working hours
GWood = UD x GW

Labor generation

Production is the main indicator of labor productivity, which characterizes the quantity (in physical terms) or the cost of production (marketable, gross, net production) per unit of time (hour, shift, quarter, year) or one average employee.

Production, calculated in value terms, is subject to a number of factors that artificially affect the change, for example, the price of consumed raw materials, materials, changes in the volume of supplies, etc.

In some cases, the output is calculated in standard hours. This method is called labor and is used when assessing labor productivity in the workplace, in the brigade, shop, etc.

The change in labor productivity is assessed by comparing the development of the subsequent and previous periods, i.e. actual and planned. The excess of the actual output over the planned one indicates an increase in labor productivity.

Production is the main indicator of labor productivity, which characterizes the quantity (in physical terms) or the cost of production (marketable, gross, net production) per unit of time (hour, shift, quarter, year) or one average employee.

The output calculated in value terms is subject to a number of factors that artificially influence the change in revenue, for example, the price of consumed raw materials, materials, changes in the volume of cooperative supplies, etc. In some cases, output is calculated in standard hours. This method is called labor and is used in assessing labor productivity in the workplace, brigade, shop, etc.

The change in labor productivity is assessed by comparing the production of the subsequent and previous periods, i.e., actual and planned. The excess of the actual output over the planned one indicates an increase in labor productivity.

Average output

Depending on how labor is measured, the following indicators of production (labor productivity) are distinguished:

Average hourly output reflects the results of the work of one worker per hour of actual work. It is equal to the ratio of the volume of products produced to the number of man-hours actually worked during a given period of time:

It characterizes the average output of one worker per one hour of actual work (excluding the time of in-shift downtime and breaks, but taking into account overtime work).

Average daily output. It is equal to the ratio of the volume of products produced to the number of man-days actually worked by all workers' enterprises.

Wd = Q: BH
It characterizes the average output of one worker for one day of actual work (i.e., excluding whole-day losses of working time).

The average hourly and average daily output is calculated at the enterprise only for the category of workers. The average actual duration of the working day and working period is determined according to the data of the balance of working hours.

Average output over a period of time (average monthly, average quarterly, average annual) of one payroll worker or an employee of all personnel directly related to the production of this product (industrial production personnel). It is equal to the ratio of the volume of production to the average number of workers (TR) or workers of industrial and production personnel (TPPP), respectively.

W = Q: Tr

Developing goals

After top management has developed long-term and short-term goals for the organization and for itself, these goals are formulated for employees at the next level in descending order along the chain of commands. Drucker and McGregor, strongly believed that subordinate leaders should be actively involved in developing their own goals, basing them on the goals of their superiors. This could be implemented in meetings of all departments, where subordinates discuss the goals of the department and prospects for the next year. Based on the information received, each subordinate could prepare a set of benchmarks for the work unit that he or she leads. The department leader would then review the objectives of these units with each subordinate and ensure that they are aligned.

However, research shows that maximum involvement in goal setting is not always the case, or even always desirable. General Electric's MBO program found that managers accustomed to little involvement in setting goals did not improve their performance when their involvement in setting goals increased. Other studies show that the number of executives actually participating in goal setting is decreasing from the highest to the lowest levels of management. Carroll and Tosi, based on their experience at Black & Decker, argue, "The traditional concept and reduced leeway at lower levels of the organization imposes a practical constraint on the nature and degree of participation and influence that can result from a goal setting program." Thus, senior leaders in an organization usually have more power to influence what their goals are than those at lower levels.

Regardless of the degree of participation in their development, the goals of each subordinate should contribute to the achievement of the goals of his boss. As Drucker argues, the goals of each manager's work should be formulated according to the contribution he should make to the larger unit of which he is a part. A salesperson's objectives for a specific sales region should be determined by the contribution that he and his salespeople make to the entire sales force of the firm; The Project Lead Engineer's goals are determined by the contributions that he and his subordinate engineers and draftsmen make to the success of the design department.

If this is done, each manager will understand “what is expected of him and why, how he will be assessed and by what parameters”.

When the goal setting process is in progress, a two-way exchange of information is needed to ensure that each person understands their specific goals. In addition to understanding the expected results of work, two-way communication allows subordinates to tell managers what they need to achieve their goals.

Production calculation

Production is the amount of products produced per unit of working time. Let's calculate the production by means of analysis, in which the normalizer participates. For a unit of time, you can take one hour, one day, one month and one year. Production can be determined by the average of a team or shift composition of workers producing the same product or individually for each employee.

To calculate the output, the normalizer must calculate the average. It is very difficult to calculate the average indicator for one day of accounting, therefore, calculate the output for one month. Add up all the indicators for the development of a crew or shift composition that produce the same product for one month of work. Divide the result by the number of working days for which this product was produced and by the number of employees in the team or shift. The result obtained will be the average daily output that the employee should release in one shift of work.

To calculate the average hourly output, divide the average daily output of one worker by the number of working hours per shift. The result will be equal to labor productivity per unit of working time.

If you need to calculate the output for one calendar year, multiply the average daily output for one month by 12 and divide by the number of employees on the team or shift.

To calculate the output of one employee, add up the total number of products produced in one month, divide by the number of working days. This will be the average daily rate of one worker. If you divide the total monthly average by the number of hours worked in the month, you get the average hourly output.

If you are going to transfer all employees from a salary or hourly wage rate to wages from production, then make the calculation not for one employee, but for the average indicators of the brigade or shift composition of employees. The calculation of the output of one employee may turn out to be a plan that the rest will not be able to fulfill or, on the contrary, will produce several times more products, which will affect labor costs.

Working hours

Labor productivity indicators determine the effectiveness of the use of personnel at the enterprise. Labor productivity, in turn, is determined on the basis of output and labor intensity. You can calculate the output using economic formulas.

Determine the period for which the production calculations will be made. It can be hourly, daily average and monthly average. Average hourly output is the ratio of the total volume of products or services provided to the total number of man-hours worked over the same period of time. Calculate the average hourly output using the formula:

Hourly output = Volume of production / sum of man-hours.

The number of man-hours can be determined by timesheets, displaying the average value.

Calculate your average daily output. It defines the daily volume of products produced by the enterprise over a certain period of time. Average daily output is determined by the formula:

Daily output = production volume / number of man-days worked by all employees

Calculate the average monthly output. This indicator is derived based on the volume of products manufactured and the number of staff.

Monthly output = total production / average number of all workers and employees.

When calculating labor productivity, it is necessary to take into account that it can change under the influence of internal and external factors. Internal factors of influence include adjustments in the volume and structure of production, improvement of management mechanisms and stimulation of the work process, organization of production, implementation.

By analogy, you can calculate the indicators of the average quarterly, semi-annual or annual output. If the production rate is not proportional to labor costs, then labor productivity is low.

Production methods

Currently, there are many different methods of making management decisions. They have their own classification.

One of them was suggested by V. Lisichkin, who identified three classes of methods:

1) general scientific (methods of a logical and heuristic nature - observation, experiment, analysis, synthesis, induction, deduction, expert judgment, collective idea generation);
2) internals (methods used for a wide range of objects from different fields of activity - mathematical statistics, computer and mathematical modeling, the graph method, etc.);
3) private (methods specific to a single object or branch of knowledge - intuitive, analytical).

Some scientists divide the methods used in decision-making on the basis of the formalization of the apparatus used, and highlight the following methods:

1) formal (statistical and economic and mathematical methods, as well as economic and mathematical models);
2) heuristic (including methods of analogy and simulation);
3) (most used in the study of complex objects independently, as well as in combination with other methods).

Management modeling has its advantages and limitations.

The main benefits of modeling include the following:

Modeling allows you to solve problems that are impossible (or difficult) to solve with the help of mathematics;
Simulation enables analysts to experiment with a virtual system without risking the risk of experimenting with a real system.
modeling saves time, allowing the manager to quickly get acquainted with the most distant results;
simulation is a valuable teaching tool; allows the manager and developers to gain experience by understanding how the system works under a variety of conditions.

The main limitations of modeling include the following:

Modeling does not give an optimal solution, since it shows only the approximate behavior of the system under given conditions;
many (the method of probabilistic modeling, modeling of theoretical distributions) can be used only if there are elements that are described by random numbers;
large-scale modeling requires a tremendous amount of work to create an adequate model, computer time for modeling and significant research costs.

Research by psychologists has proven the effectiveness of using group discussion in decision-making. Group discussion allows its participants to feel included in the decision-making process, which contributes to the introduction of innovations. Discussion allows us to compare opposing opinions and help its participants see the problem from different angles. If a decision is put forward by a group and supported by those present, then its importance increases, and it turns into a group norm.

The types of group discussions include: meetings, "brainstorming" ("brainstorming"), "method-635", "synectics method", etc.

The essence of the method of "brainstorming" ("brainstorming") is given above. The process of organizing meetings is described in detail and widely in the scientific and educational literature. Let's dwell only on the typical mistakes that meeting participants make when making decisions. Studies show that 80% of the time of an emergency ("emergency") meeting is spent on identifying the causes and perpetrators of a critical situation, which is usually accompanied by conflicts in the process of discussing the situation. That is, when resolving the issue, a “look into the past” prevails, while it is imperative to quickly find ways to solve the problem, to establish deadlines and responsible persons for the earliest possible achievement of the goal. Thus, most of the meeting time should be devoted to developing solutions for the future.

Sometimes the meeting is held formally, that is, some leaders know in advance what decision they will make and, acting on the principle of "talk and talk", formally listen to all opinions, but make their decisions, which may fundamentally contradict the ideas expressed. New approaches to management activities imply a transition from one-man management to participatory methods of decision-making, from an elementary to a systematic approach to decision-making, from decision-making based on life experience to choosing alternative solutions based on decision-making theory.

A variation of "brainstorming" is "method-635". This method is distinguished by a certain procedure for the interaction of participants in the process of developing ideas on a given problem. The number of participants is fixed (6 people). Participants jointly put forward 3 ideas for solving the problem, which are considered by each participant, supplementing them with three new ideas. This procedure is repeated 5 times.

First, each of the participants writes in his own form (specially designed for collecting ideas) the main ideas for solving the problem (there are 18 of them, that is, 6x3). These basic ideas are sent in turn to the members of the group, each of whom complements them with three more proposals of their own. After passing the forms five times through the hands of all six participants, their forms contain 108 problem solving ideas. Then the critics get involved.

Unlike brainstorming, the 635 method group discussion is accompanied by the written presentation of the proposed ideas. Ideas in writing are more substantiated and clear than those expressed orally, although they are often less original. Nevertheless, it should be noted that any work in a group, from a psychological point of view, is useful for every person, since it has a positive effect on the development of many personality traits, gives useful interaction skills in creative communication.

"The method of synectics", proposed by A. Gordon, literally means "the combination of the heterogeneous." The essence of this method is that the discussion is started by five to seven synectors - people who are predetermined, occupying different positions on the solution of the problem. During the discussion, the group understands the extreme points of view expressed by the members of the group, assesses them and makes a joint balanced decision.

Strategy development

Many factors influence the formation of the company's strategy. The interaction of these factors is specific to each industry and company and always changes over time.

The choice of the same strategies has never happened in similar situations. The factors that determine the strategy have always differed from one another, and, as a rule, very much.

The main factors shaping strategies include the following:

Social, political, civil and regulatory norms;
attractiveness of the industry and conditions;
specific market opportunities and threats;
strengths and weaknesses of the organization, its competitive capabilities;
personal ambitions, business philosophy and ethical views of managers;
company values ​​and culture.

As a rule, a strategy does not ensure success if the boundary between the internal and external situation is not drawn, the acquisition of significant competitive advantages is not ensured, and the company's performance is not improved.

Strategy rules and procedures

Understanding the nature, structure and various aspects of the development strategies of the company's activities allows us to draw a number of general conclusions.

First, a rational strategy should contain three important components: the main goals or objectives of the activity; the most significant rules or procedures limiting the scope of activities; sequence of activities aimed at achieving goals. Since strategies determine only the general direction of development and are not simply programs for achieving fixed goals, then when formulating a strategy, the evolution of goals should also be taken into account.

Second, effective strategies evolve around a few quantitatively constrained concepts and directions, giving them stability and balance. Some directions may be temporary, while others remain until the end of the strategy implementation. At the same time, it is necessary to coordinate activities in such a way that each direction is adequately provided with resources, regardless of the cost / income ratio.

Third, the strategy deals not only with unpredictable, but often with unknown factors. None of the experts will be able to accurately predict how the competing forces will behave, what impact the influencing factors will have, and in general whether the company will expect overwhelming success or deepest failure. The essence of the strategy development process is to build a position that is strong and flexible enough to ensure that the set goals are achieved.

Fourthly, for each level of management it is necessary to develop its own strategy. At the same time, the subordination of strategies, consistency with strategies of a higher level should be clearly defined. It is not important how the strategy is developed, but it is imperative that the highlighted summaries are taken into account.

In order for an economic strategy to be effective, when developing it, it is necessary to take into account some requirements, which include:

Availability clearly articulated. If the company does not know what it wants to achieve in the future, then it is useless to start developing any strategies;
providing a marketing mindset for all employees of the organization. The strategy will be effective if the interests and values ​​of employees correspond to the role assigned to them and if they have a vital interest in the prosperity of their company. The value, i.e. knowledge, skills, know-how, accumulated experience, capitalized in the employees of the company, is constantly increasing;
the strategy should be sufficiently flexible, providing the ability to influence the external environment, for example, the implementation of unexpected attacks on the enemy, which lead to the strengthening of the competitive position of the company;
a strategy will be effective if it protects the company's position. The firm must take care of creating a reliable defense system in the event of an attack from competitors, as well as strengthening its strengths and getting rid of weaknesses.

In general terms, the process of developing strategies consists of a number of sequential stages. A number of authors equate strategy development with stages. Indeed, if we follow the assertion that “strategic management is a repetitive process of developing and implementing a strategy,” then this approach is justified.

The process of formulating a strategy includes identifying potential opportunities and threats from the external environment of the company, assessing risks and possible alternatives to the environment. In addition, before making any strategic decision, you should evaluate all the strengths and weaknesses of the organization, as well as strategies for personal and available resources.

It is necessary to objectively assess the company's ability to seize existing opportunities and resist risks. A strategic alternative based on the mismatch between existing market opportunities and the firm's ability to function effectively at a given level of risk will be viewed as an economic strategy.

At the preliminary stage of developing a strategy, a comprehensive analysis of the internal state of the company is carried out, as a result of which its strengths and weaknesses are identified, and the possibilities of resource provision of actions aimed at achieving the set goals are assessed.

At the second stage, the external macro and microenvironment of the company is studied in detail, risk assessment is carried out taking into account the identified opportunities and threats. The procedure for developing a company's strategy includes establishing the relationship between the strategic economic area (SZH) of the company, analyzing its activities, assessing the degree of relationship and interaction between various SZH.

The effectiveness of the future strategy largely depends on the degree of elaboration of the preliminary stage.

The third stage of strategy development is to assess the selected strategic alternatives. Consistent with the external environment, the goals of the company, and its resources, the strategic alternative should not conflict with other strategies of the firm. When making strategic choices, an organization faces contradictions between three groups of benchmarks: between long-term and short-term performance and, between internal and external flexibility, between flexibility and synergy.

The fourth step in strategy development is to choose one or more of the best strategies.

There are rules that are advisable to follow when choosing a strategy:

1. One of the most important criteria is how the intended strategy relates to the strategic factors that result. If a strategic alternative does not use external opportunities and key, strengths of the enterprise, and in addition, does not take into account external threats and weaknesses of the enterprise, then it is most likely doomed to failure.
2. An important point in choosing a strategy is also the following point: whether a strategic alternative can ensure the fulfillment of previously set goals. Is it in line with the corporate mission?
3. Ensure that all functional strategies that support a given strategic alternative are interlinked.
4. It is necessary to take into account the degree of risk of this alternative, especially when it comes to the involvement of large assets.

5. It is also necessary to take into account the reaction to this strategic alternative of various influence groups belonging to both the external and internal environment of the organization.

Production volume

The ideal sample size for various methods has not been established in world practice, however, as practice shows, the reliability of the data noticeably increases with an increase in the sample size to about 1200 people. A further increase in its volume gives only a slight increase in the reliability of research. According to the terms of participation of respondents in the study, one can distinguish between a one-time sample used for one dimension, and a panel sample, the participation of the respondent in which is designed for a long, predetermined period.

The replacement of respondents in the panel - natural or forced - creates a turnover, or rotation of the panel, which has its positive and negative sides. Too fast turnover does not allow tracing the existence of any trends, since the observed changes, jumps in data can be explained both by some change that has occurred in reality, and by the formation of a new sample.

On the contrary, slow turnover ensures a stable composition of respondents, which reduces the likelihood of subjective factors influencing conclusions about TV viewing trends. Hence, it is clear that smooth changes in the panel, caused by both natural and forced reasons, are more preferable.

Obviously, a one-time sample, assuming a daily change of respondents, can only provide us with the ratings of the measured time intervals or TV programs. This allows you to get only the most general idea about the advertising campaign, namely the GRP media indicator.

It is possible to obtain estimates of these most important media indicators for an arbitrary combination of time intervals on various TV channels using panel studies.

The first such studies were based on the day-after-recall technique, developed in the West back in the 60s. Its main drawback is the appeal to human memory, which, as you know, is imperfect. The respondent needs to remember which programs of the day before he watched more than half.

Another drawback, apparently inherent in all measurement techniques, is the inability to determine whether the respondent saw an advertising block in the program, even if he was at that moment in the room with the TV turned on.

Finally, the third important drawback of the method is the use of the telephone as a means of interviewing, which, given the insufficient level of telephony in Russia, leads to significant territorial restrictions.

Production analysis

The productivity of living labor is understood as its ability to produce a certain amount of output per unit of time.

The labor productivity indicator is calculated as the ratio of the volume of production in wholesale prices to the average number of PPP.

To assess the level of labor productivity, generalizing, partial and auxiliary indicators are used. The generalizing indicators include the average annual, average daily and average hourly output by one worker, as well as the average annual output per worker in value terms.

Private indicators are the time spent on the production of a unit of a certain type of product (labor intensity of the product).

Auxiliary indicators characterize the time spent on performing a unit of a certain type of work or the amount of work performed per unit of time.

The analysis of labor productivity is carried out in the following areas:

1. analysis of the level and dynamics of labor productivity;
2. analysis of factors affecting labor productivity;
3. analysis of the ratio of growth in labor productivity.

The most generalized indicator of labor productivity is the average annual output of one employee. For a more detailed analysis, the production is differentiated by categories of personnel, the production of the PPP, the worker is calculated and analyzed. In terms of time, the production of workers is distinguished and analyzed: average annual (GWrabot), average daily (DWraboch), average hourly (HWraboch).

In the course of the analysis of labor productivity indicators, all indicators of the reporting output are compared with the previous period (year, quarter, etc.)

To calculate the influence of factors on the change in the average annual output of one employee due to changes in the structure of personnel and the average annual output of workers by the method of chain substitutions, the following formula is used:

PT = Worker * GWork.

Where PT is the annual training of one worker
Draboch - the share of workers in the total number of workers
GWraboch - the average annual output of one worker.

The calculation of the influence of factors can be carried out by the method of absolute differences:

1. The influence of the proportion of workers in the total number of workers.
Worker * GWorker0 = PTd
2.the effect of the average annual output of one worker:
Worker1 * GWorker = tgv
Where Draboch is the change in the proportion of workers
Worker = D1 - D0
Where D1 and D0 is the proportion of workers in the total number of employees, respectively, in the reporting period,
GVroboch - change in the average annual output of one worker (GVroboch = GV1 -GV0)
ГВ1 and ГВ0 - the average annual output of one worker, respectively, in the reporting and previous periods.

The increase in the productivity of workers due to the increase in the share of workers in the total number of workers indicates an improvement in the structure of industrial and production personnel. The growth in the level of labor productivity of workers due to an increase in the average annual output of one worker, workers also deserves a positive assessment.

Development of public policy

In order to improve foreign exchange legal relations in the Russian Federation, streamline the system of bodies and, as well as eliminate the shortcomings of the current foreign exchange legislation, the Ministry of Finance of Russia with the participation of interested federal executive bodies and the Bank of Russia in 2007 prepared a number of draft laws on amendments to the Federal Law "On Foreign Exchange Regulation and currency control ". In particular, the Federal Law “On Amendments to Article 12 of the Federal Law“ On Currency Regulation and Currency Control ”, prepared by the Ministry of Finance of Russia, was adopted, which simplifies reporting in the currency sphere. A draft law was developed and agreed to improve the procedure for the exchange of documents and information between currency control authorities and currency control agents. Work continued on the codification of currency legislation.

The Ministry of Finance of Russia with the participation of interested federal executive bodies and the Bank of Russia has prepared drafts of a number of resolutions of the Government of the Russian Federation in the field of regulation of currency legal relations. Thus, on the submission of the Ministry of Finance of Russia, Resolutions of the Government of the Russian Federation No. 80 "On the Procedure for Submitting Documents and Information Necessary by the Currency Control Bodies to the Currency Control Body Authorized by the Government of the Russian Federation" supporting documents and information in the implementation of foreign exchange transactions to agents of foreign exchange control, with the exception of authorized banks ", No. 803" On foreign exchange transactions by the Federal Treasury ".

The Order of the Ministry of Finance of Russia No. 98n approved the Administrative Regulations of the Federal Service for Financial and Budgetary Supervision on the execution of the state function of the currency control body.

In 2007, the activities of the Ministry of Finance of Russia on the legal regulation of financial and budgetary control were aimed at bringing the legal framework in line with the new system of economic management that emerged in the process of administrative reform. In particular, the order of the Ministry of Finance of Russia dated September 4, 2007 No. 75n approved the Administrative Regulations for the execution by the Federal Service for Financial and Budgetary Supervision of the state function of exercising control and supervision over compliance with the legislation of the Russian Federation in the financial and budgetary sphere when using federal budget funds, state extra-budgetary funds funds, as well as material assets in federal ownership.

State policy is developed taking into account a variety of circumstances and conditions by the highest bodies of state power with the participation of other political actors - parties, associations, universities and research centers, influential figures in business, culture and science. Policy development is based on the basic interests of society, the strategic needs of the corresponding stage of development of the state, expressed by political leaders and elites in the form of basic principles and strategic goals that have found appropriate public support. In the process of developing policy, the problem arises of the adequacy of the expression of the basic interests of society in the corresponding political line of the state. Historically, politics can run counter to these interests and needs, be imposed on society or not correspond to the times (running ahead, being behind development, marking time). Such a policy is harmful and ineffective. The policy is developed taking into account the preservation of the power of certain power groups in the state. Anyone who believes that he has developed the right policy expects to retain power and use it to achieve political goals. Those who are struggling for power, as a rule, offer alternative policies, which are more or less radical.

Policy has many dimensions, and it is often difficult to answer the question of whether there are some common mechanisms for its development and implementation when comparing historical stages or many different countries. Politics, as Hughes Heckloh pointed out, is not a self-determining phenomenon. There is no unique set of decisions, actors and institutions that make policy and await disclosure and description. Rather, politics is an intellectual construct, an analytical category, the content of which must first be determined by the analyst. In this respect, the state, or more broadly - public, politics appears, on the one hand, as a response to pressing problems that have to be solved by other public actors and which is difficult at first to be embedded in any theoretical structure, and on the other hand, it has undergone theoretical analysis. , it takes on the character of a paradigm action for other politicians in similar situations.

In this regard, for example, the policy of the "New Deal" of US President Franklin Roosevelt of the 1930s, associated, in particular, with an increase in government spending in order to lower unemployment and later called "Keynesian", was not at all based on a preliminary reading of the works British economist John Keynes. Only later did the New Deal become a symbol of long-term liberal politics, and Keynes's role here was essential. As one of the former leaders of the Presidential Council of Economic Advisers Herbert Stein noted, "without Keynes and especially without Keynes's interpretation by his followers, expansionary fiscal policy could remain an accidental tool and not be a way of life." The independent existence of real political courses does not deny the need for a preliminary scientific study of the topic, but nevertheless the practical need is decisive here. Many of the failures of the policy of monetarism in the early 1990s in Russia were associated with the academicism and theoretical extremism of the politicians who pursued it.

However, it is not impossible to try to describe and explain how the policy is developed and what are the possible models. The development of state (public) policy can be understood as a set of stages, factors (conditions), activities of policy actors and groups of influence in the course of choosing strategic goals and their consolidation in the relevant documents (programs, statements, laws, doctrines). The formation of a special scientific subdiscipline related to the development and implementation of public policy (public policy analysis, public policy-making) was accompanied by more or less successful activity in describing what public policy is and what are the models for its development. In the American tradition, however, the beginning of a special branch of "policy science" is associated with the name of Harold Lasswell, who published "The Policy Orientation" in 1951. The task of this science, he considered , is an explanation of the processes of formulating and implementing political strategies.

Let's pay attention to the definition of public policy, which is given by the authors of the famous work "Comparative Public Policy", published in 1990 by Arnold Heidenheimer, Hugh Hecklo and Carolyn Adams. "Comparative public policy," they write, "is the study of how, why and with what result different governments pursue specific courses of action or inaction." By answering these questions, we can get information about what are the policy directions and the main conditions that determine its choice in different countries.

To answer the question of how governments choose their actions, the researcher needs to focus on the structures and processes by which government decisions are made. In a general sense, for example, we can say that some countries are federal states (USA, Germany), others are more centralized unitary states (Great Britain, Sweden, Japan and France). This leads to the conclusion that the policy-making process will be different in these two groups of countries. Whether the states are monarchies, presidential or republics will have a significant impact on the mechanism for developing the country's political course, since the set of policy-making actors and their relationships with each other will be significantly modified by the form of government.

When answering the question why a particular political course is being chosen, it is assumed that many conditions should be studied:

Historical development that influences decision-makers;
- the political culture of the nation and the political subcultures of certain groups of the population;
- changing;
- level of development and availability of resources;
- current political problems, etc.

Much here depends on studying the interaction of politicians, parties, bureaucracy, and various interest groups; much is determined by what ideas are guided by those who make decisions. One of the main interests of the study of public policy is to compare the results of the activities of the government, i.e. it is about the effectiveness of government strategy and tactics. The obvious result here will be the answer about the satisfaction or dissatisfaction of the people with the activities of politicians and political institutions. However, the issue of efficiency is much more complex. In addition, at the initial stage of policy development, it is difficult to determine its future effectiveness, which concerns not only the achievement of goals and the corresponding costs, but also the long-term consequences of decisions taken. Nevertheless, a discipline has developed in science - policy evaluation, where the issues of evaluating individual political programs and courses in terms of their effectiveness are central. We agree with Franz-Xavier Kaufmann that “if we assume that it is more important for effective policymaking to be able to study it first, and then to make the best decisions, then we come to a new para-Radigm of political theory. We then need to ask how the processes of assessing leadership, monitoring and implementation can be systematically embedded in policy areas.

A realistic approach to this problem should be that feedback processes as a relationship of leadership, monitoring and evaluation operate simultaneously at different levels and between different stages of the policy development process. ” It should be emphasized that the effectiveness of political programs depends on the correctness of the chosen goals and means, and therefore, it is determined by the general mechanism for the development of such programs and strategies. In this regard, one can generally raise the question of the effectiveness of political systems that promote or not contribute to the implementation of the tasks of social development in various senses of the word - economic, political, social, cultural.

Ira Sharkansky very simply defines the essence of public policy: "Public policy is everything that is important that the government does." Describing the political process as a process of formulating and implementing policy, the author says that the formulation, approval and implementation of government programs unites administrators with many other actors who occupy a leading position in politics; this process includes officials from many branches of the state machine, private citizens, interest groups, political parties, and sometimes representatives of foreign political structures. Ideas, resources, incentives, prejudices that influence the participants also find their place in the political process. The political process is characterized by great dynamics and is subject to many contradictions. The actual formulation of government programs, which express the essence of the policy pursued, is determined by the nature of the administrative sensitivity to the environment, to those impulses that come from basic interests, and from what can be called a process of discussion and political decision-making.

The current requirements for the policy-making process include the following:

1. Looking ahead.

The policy-making process includes clearly defined results that the policy is trying to achieve and, where possible, takes into account the future effects of the policy.

2. Broad view.

The policy-making process takes into account contextual and influential factors beyond government jurisdiction and control.

3. Innovation, flexibility and creativity.

The policy-making process is innovative and flexible in that it challenges established ways of solving problems and generates new and creative ideas. Where possible, the process is open to criticism and suggestions from others. Risks are identified and actively managed.

4. Basics of information.

The advice and decisions in the policy-making process are based on the best available information from a variety of sources, and all relevant people are involved in the process as early as possible in the formulation of goals.

5. Involvement.

The policy-making process takes influence into account and responds to the needs of all people who directly or indirectly influence policy.

6. Unification.

The policy-making process involves a holistic view that transcends the institutional framework of government strategic objectives and is grounded in moral, ethical and legal policy considerations. Overlapping goals that are clear and the organizational structures needed to ensure that they are achieved are taken into account at the outset.

7. Control.

Existing and already developed policies, as well as new political initiatives, are subject to constant monitoring in order to ensure that the most effective and flexible ones are implemented in them.

8. Evaluation.

The systematic assessment of the effectiveness of a policy is built into the very process of policy making.

9. Learning lessons.

The policy-making process is built on the ways and processes of continuous examination of the implementation of the policy and the processes of its formulation.

There are several approaches to the description of models for the development of political strategy and political programs, which are based on the allocation of its subjective, normative, procedural, target and conditioning factors and their relationship. At the same time, the construction of models is influenced by whether the researcher professes the theory of rational choice or not, i.e. Does he believe that the policy-making process involves the interaction of individuals who are focused on the maximum benefit, or does the policy-making process involve collective agents, institutions, interests, etc.

In general, the political process in this respect (ie, the "functioning" of a certain political course of action) can be represented by the following main phases. Deepak Gupta writes that in reality, of course, the political process is much more complex, but this simplification allows us to understand the logic of "policy making" (ibid). The starting point is the definition of an "agenda" - an issue or problem that is relevant to the solution and is involved in the discussion.

In the theory of public policy, there are two types of such posed problems (“agendas”): those that are under the control of the authorities and are solved by the authorities, and those that arise in society, but have not yet received political attention. The second type of problem influences the first one, but it may not get its solution in politics for a long time. After the problem has entered the agenda of state bodies, the process of policy development begins - the coordination of interests, the definition of goals and means of achieving them. The developed policy should be consolidated in a number of decisions and programs, which in itself is a rather difficult process of finding compromises and agreements. The political course is institutionalized in decisions by certain state authorities and using certain procedures (president, government, parliament, referendum). A policy defined and fixed in decisions must be implemented, which implies a whole range of measures to implement the adopted decisions and programs. These measures relate to the activities of state bodies, business, civil society structures. Decisions taken can be slowed down at any level and in any area, if a policy implementation system has not been developed. Evaluation of policy is a relatively independent stage of the political cycle, and it is aimed at checking the effectiveness and quality of the developed policy, which is already being implemented in reality. Of course, assessment is also present at the early stages of the political process, but here it acquires an independent significance. As a rule, policy assessment is an independent professional activity of experts and relevant agencies. Evaluating a policy results in either a policy adjustment (change) or a rejection of the policy course.

What factors are taken into account at all stages of the political cycle in the science of public policy is described in the models of the political process.

One of the first systematic models of the political process was developed by Richard Hoffebert under the name “the open-systems framework”. This model is built on the idea of ​​a funnel of causality, according to which the policy-making process is a sequential transition from broader and more uncertain conditions (historical and geographical conditions) to the formalized behavior of elites in the process of discussing political goals and making decisions. The "funnel of causality", as it were, involves a number of conditions in the process, between which there is a relationship of direct and distant dependence. The final political choice, therefore, is a direct and indirect functional result of the following chain: historical and geographical conditions - socio-economic structure - mass political behavior - government institutions - elite behavior in the process of formalized policy discussion - policy developed. The behavior of the elites is influenced by the corresponding events arising from the previous factors, individually or in aggregate.

The "institutional rational choice" model was developed by Elinor Ostrom and her colleagues. According to this model, the result of policymaking is a function of individual actions, actors involved in the process, which are influenced by two main types of conditions.

Namely:

Individual conditions;
- conditions associated with the decision-making situation.

Individual conditions include the values ​​and resources of individuals that allow them to influence the process of setting goals. The decision-making situation is described as a set of conditions associated with institutional rules, the nature of the relevant goods and characteristics of the community (socio-economic conditions and public opinion). The main idea of ​​this model is that individuals choosing political priorities will act differently depending on the differences in the decision-making situation.

This should take into account three levels of institutional analysis:

Operational level (level of decision-making agents);
- the level of collective choice (agreed collective norms governing agents);
- the constitutional level (the constitution governing the choice of collective norms).

The “policy streams” model includes the description of three “streams” that make up the policy-making process. The first stream is called the "problem stream", consisting of information about real problems and the results of previous government activities. The second stream is a “community” of researchers, consultants and other specialists who analyze problems and formulate various alternatives. The third stream is called "political" and consists of elections, the activities of politicians, competition during the adoption of laws, etc. When the three streams unite, then there is a “window of opportunity” for making appropriate political decisions.

The competing advocacy coalitions model is an attempt to synthesize many of the ideas that flow from other models. It focuses on the conditions that determine the change in political course and, accordingly, the choice of a new one.

Replacing a political course with another is carried out under the influence of three main sets of factors:

Interaction of competing coalitions in the subsystem of policy choice;
- changes external to the first subsystem;
- relatively stable social parameters.

The subsystem of competing coalitions consists of actors representing many public and private organizations, at all levels of government, who share a set of basic ideas and beliefs (political goals, opinions, feelings) and who try to manipulate the rules of various governing institutions to achieve political goals over time. The conflict between the coalitions is mediated by "political brokers", i.e. actors who are associated more with the conditions of systemic stability than with the actual political goals. Changes external to the coalition system include shifts in socio-economic conditions, changes in the ruling coalition, decisions arising from other areas of politics. These can be prices for goods and services, changes in the general economic situation in the market, new elections, decisions made in the field of social policy that affect economic strategies, etc. Stable system parameters include basic social structures and constitutional rules. They limit the actions of actors and affect their resources. For example, the constitutional division of powers between the federation and its constituent parts, of course, affects the ability of the central authorities to make political decisions on many issues.

All the developed general models of policymaking as a whole follow the general algorithm for making political decisions (interests - priorities - risks - goals - resources - decisions) and determining the appropriate internal and external conditions for the interaction of actors competing in politics (political elites, authorities, lobbyists, political parties, civil society associations, pressure groups, etc.). Each model focuses on certain aspects and stages of developing a political line. There are country specificities in the processes and mechanisms of policy-making, but the models define some universal characteristics that are characteristic of them in various political systems, primarily democratic ones.

Production indicators

Labor productivity in construction is determined in different ways, depending on the units in which the volume of production and labor costs are measured.

The volume of production of products (works, services) is measured by the following methods:

Natural;
- regulatory;
- by value - gross, marketable, conditionally net, net production.

Labor costs are measured in:

Man-hours;
- man-days;
- the average number of personnel.

Each of these methods has its own characteristics and advantages.

Natural method - allows you to determine the production in physical terms by type of work (cubic meters of masonry, cubic meters of structures, square meters of area), or in units of measurement of the final product per worker (square meters of living space, kilometers of pipeline, etc.).

By type of work, the natural production rate can be determined by the formula:

Int = Unat. rev. : H,
Where Vn is the production of a worker in physical terms; Vh. h. - the volume of a particular type of work in natural measurements (cubic meter, running meters, square meters); H - the number of workers for this type of work.

In-kind production is the most objective and reliable indicator of labor productivity. It allows you to determine and compare the productivity of individual teams and workers; plan the number, professional and qualification composition; to compare the level of labor productivity in the construction of similar objects, in similar jobs in various construction organizations. Disadvantages of this method: it does not make it possible to determine a generalizing indicator of labor productivity for a construction organization in the presence of several types of heterogeneous work; does not take into account the change in work-in-process balances.

Normative method - shows the ratio of actual costs for a certain amount of work with the normative ones, that is, it characterizes the degree of fulfillment of production standards by workers. The normative indicator is the ratio of the actual labor intensity of work to the labor intensity at the rate (man-days), multiplied by 100%. This method makes it possible to determine the degree of reduction of the standard time, or the level of implementation of production standards.

Cost indicator - summarizes the level of labor productivity for the construction company as a whole. It is the most common, here the number of products is accounted for at an estimated cost or at a negotiated price. The level of labor productivity at the estimated cost is calculated per person employed in the main and subsidiary production. Advantages of the indicator: simplicity of calculation, the ability to compare with indicators at other sites, the ability to trace the dynamics over the period. Disadvantages of the indicator: the influence of the material consumption of work, the dynamics of prices for tools and objects of labor, which are not related to the real efficiency of living labor. The material consumption of construction and installation work on precast concrete reaches 70-75%, and on earthworks - only 5-8%). Therefore, the problem arises of taking into account structural changes in the work performed.

With the cost (monetary) method of determining the output, indicators of marketable, gross or net production per employee are used. When using indicators of marketable or gross output, when calculating output, not only the result of the employee's activity is taken into account, but also the cost of the raw materials used. This disadvantage is eliminated when calculating output on the basis of net production.

Theoretically, net production is a newly created value, since its value is not affected by the cost of raw materials, materials, purchased semi-finished products and units, it is free of cost.

P = 3 + Pr,
where 3 - wages of employees of the enterprise with accruals; NS. -.

Net output accurately describes the newly created value if the output is sold at market prices. But in reality, allowance should be made for monopoly prices, which distort the real contribution of the enterprise to the creation of new value, and the establishment of the value of net output becomes problematic.

The indicator of conditionally net production includes, in addition to wages with accruals and profits, also the amount of depreciation deductions, that is, part of past labor.

P = 3 + Ex. + A,

Where 3 is the salary of all employees of the enterprise with accruals; NS. - the profit of the enterprise; A is the amount of depreciation.

The advantage of this indicator is that it is comparable, since it does not depend on the material consumption of production, the division of the output into "profitable" and "unprofitable" is excluded. In addition, the effect on the labor productivity indicator of the volume of cooperative deliveries, as well as the repeated counting of products, is eliminated.

Labor costs are most accurately reflected in the number of man-hours worked. But counting them is very laborious.

Man-days These are less accurate than man-hours because they do not take into account intra-shift downtime.

The average headcount of Personnel in comparison with man-days does not take into account all-day downtime, but it is this indicator that is used in calculating the annual labor productivity, since it ensures the comparability of indicators of various enterprises and industries across the country as a whole.

The indicator of hourly and daily output is used in the in-house analysis of the economic activity of the enterprise.

So, to determine the output, the corresponding indicators of the volume of production and labor costs are selected and the first are divided into the second. In construction, output is determined by the ratio of the volume of construction and installation work (in estimated prices) to the average number of workers employed in construction and installation work and in subsidiary industries.

Analyzing the advantages and disadvantages of indicators of the volume of production and labor costs, it should be noted that any of the possible combinations has a certain economic meaning, and their choice should be determined by the specific tasks of measuring the level of labor productivity. The most universal way to determine the output at a construction enterprise would be to calculate the amount of the enterprise's net output for the year, per one average employee of this enterprise for the year.

Definition of production

In enterprises, output is determined in different ways, depending on which units are measured in output and labor costs.

Naturally, production is calculated by the volume of production, expressed in physical units - tons, pieces, kilograms meters, etc. Its advantage is that it characterizes labor productivity more simply and accurately. However, this method is applicable to the production of homogeneous products. With the release of several types (grades) of homogeneous products, the output is determined in conventional accounting natural units. In real life, it is far from possible to apply natural indicators to calculate the output, since in the overwhelming majority of cases industrial enterprises produce several types of products that are not comparable in their natural form. In addition, production in kind does not take into account.

Consequently, the disadvantage of the natural method for determining the output is that it does not allow determining the output for the entire product range of the enterprise and taking into account the quality of the product. In the labor method, its labor intensity in standard hours is used as a measure of production, i.e. labor cost rates. If for a certain period the production rates do not change, then the estimate in standard hours quite accurately shows the change in labor productivity. This method is universal. It is suitable for assessing the level of labor productivity in certain areas of production, in workshops, in cases where heterogeneous products are produced, a large volume of semi-finished products and work in progress, but requires a strict substantiation of labor standards. When using labor standards with different tensions, which takes place in enterprises, the labor method significantly distorts labor productivity, therefore, it is not yet widely used.

Despite the differences between natural and labor methods, both of them have a fairly high degree of objectivity and diagnostic ability, since they use real and normative data.

The cost method is used to calculate the output by the volume of production, expressed in monetary terms, in rubles. In this regard, this method is the most universal, since it allows you to compare the level and dynamics of labor productivity at an enterprise, in an industry, by region, in the country. To determine the production by the cost method, various indicators are used for the value of the volume of production: VP, TP, UCHP, PE, NSO. This is due to the fact that the production indicator, calculated by the cost method, is significantly influenced by the share of materials and semi-finished products that differ significantly in price, i.e. the transferred value created outside the enterprise is affected.

The presence of different methods (methods) for determining the volume of production for measuring output indicates that the cost method can significantly distort the true situation in assessing labor productivity.

During the transition to market relations, especially in the context of inflation, the commensurability of the results and labor costs is not ensured, and, therefore, the use of the cost method for calculating labor productivity can hardly be justified. In this case, we can talk not about productivity, but about labor efficiency.

Production accounting

Accounting for the production of workers - accounting for the products produced by each worker, in accordance with which he will be paid wages.

Accounting for the production of workers should ensure:

1) obtaining accurate data on the number of usable products produced by the workers and the defects they admitted;
2) correct and timely determination of the wages of each worker in accordance with the products he has produced;
3) control over the conformity of the products produced by the workers to the amount of materials and semi-finished products issued for processing;
4) control over the movement of semi-finished products (parts and assemblies) in production.

The forms and systems of accounting for the production of workers depend on the specific conditions of the organization of production, the system and form of organization and remuneration of labor, the technology of manufacturing products and other factors. Therefore, even in organizations of the same industry, it is impossible to establish the same production accounting system. The variety of such systems is especially great in mechanical engineering.

Depending on the specific conditions of the organization's work, the following production accounting systems are now widely used:

1) smart. The document for accounting for production under this system is the "Piece work order". The system is used, as a rule, in small-scale and individual production;
2) route. It is used in serial production. The documents for the registration of the production of workers are "Route sheet", "Route map" or "Route sheet-report on production";
3) acceptance of products for the final operation, or a system for recording wages based on the final results of production. This system is used in mass-flow production, in the mining industry, etc. The documents in which the production of workers is registered are the "Report on the development and acceptance of work", "Shift task-report", "Statement of production", "Accumulative orders ".

The last two systems are the most effective.

The most important task of accounting for the production of workers and wages is to minimize the flow of primary documents. For this, many organizations widely use multi-day primary documents-reports on production, statement of production, orders for a week, decade, month, etc.

With time-based wages, I calculate earnings for the billing period based on time-table data. Therefore, individual production accounting systems and forms of documents mainly relate to piecework.

In the conditions of the time-bonus system, various reports on the products produced and on the performance of the standardized task by the brigade as a whole can be applied.

Types of production

Performance indicators depend not only on the measurement of the volume of products produced, but also on the unit of measurement of working time. Working hours can be expressed in different ways: hour, day, quarter, year. Depending on this, the output is calculated for one man-hour worked (hourly output), for one man-day worked (daily output) or for one average worker, employee per year (quarter, month).

Hourly output is determined by dividing the volume of production by the number of hours worked during the year by all workers. When determining it (in plans and forecasts), intra-shift losses are excluded from the working time fund, but the shortened working day among adolescents, nursing mothers, at work in unfavorable working conditions, on pre-holiday days, etc., provided for by the Labor Code, is taken into account.

Daily output is determined by dividing the volume of products produced by the number of days worked during a given period of time by all workers in the enterprise. When calculating it (in plans and forecasts), weekends and holidays, days of regular and additional leave, absences due to illness and other valid reasons are excluded from the working time fund, but they take into account part-time working days due to inter-shift downtime, days of work of the enterprise on orders plant management, time spent on business trips, day-long downtime, days when workers are employed in other jobs.

The number of man-hours worked and man-days is determined based on the calculation of the working time fund (FWF) of one worker (employee) and the indicator of the average number of workers (employees).

For this purpose, a working time budget (HRB) is being developed, the main parts of which are:

Calendar fund of time (KFV), provided in the working calendar;
nominal time fund (NFV):
НФВ = КФВ - (weekends and holidays);
useful (real) fund of time (PFV), PFV = NFV - (planned absenteeism) and represents the turnout time in days;
effective fund of time in hours (EFC):
EFV = EFV multiplied by the average working day.

Thus, to calculate the number of man-hours worked or man-days during the year (month, quarter) for the enterprise, the FRV of one worker (employee) is initially determined in hours or days, and then this indicator is multiplied by the number of workers (workers) at the enterprise (or in a certain structural production unit).

Indicators of hourly and daily output are usually used for analysis and operational planning purposes. In the annual plans, all their calculations are carried out for one average worker of industrial production personnel (PPP). Comparison of the dynamics of the annual-daily-hourly output helps to identify the reserves for the growth of labor productivity due to the better use of working time.

The considered types of workings reflect the degree of effective use of working time and the state of labor productivity.

Production level

Production level indicators:

Average hourly output (characterizes labor productivity for the time of actual, clean work (excluding the loss of working time lasting less than 5 minutes, which are included in the worked man-hours)), it is calculated by dividing the amount of output per month (quarter, year) by the number man-hours worked by workers during this period.
Average daily output (this is the quotient of dividing the number of manufactured products for the period under study by the number of man-days worked by workers during this period). Average daily output depends on the size of the hourly output and on the average length of the working day.
The average monthly output of a worker (then there will be a worker) is calculated by dividing the amount of products produced by the average payroll number of workers. Depends on the size of the average daily output and the number of days of work per worker per month on average.
The average monthly output of an employee is the quotient of dividing the number of manufactured products for the period under study by the average payroll of industrial and production personnel during this period.

Production growth

The output growth curve reflects the relationship between the direct cost of working time in hours per unit of output and the total number of units produced. When this number is doubled, the expenditure of labor time is reduced by a certain percentage. If, when production is doubled, labor time is reduced by 20%, that is, it is 80% of the original, then the curve reflecting these changes is called 80%. As workers master this production, the productivity of their labor increases. This phenomenon is especially noticeable in the development of new products or production processes.

For the first time, the Yield Growth Curve was introduced into use during the Second World War in the aircraft industry. Algebraically, this dependence can be expressed as follows:

(x) = ax - b, where y (x) = the number of hours worked directly to produce x units, x = the total number of units produced, a = the number of hours required to produce the first unit, b = functions of the rate of decline y (x) with an increase in the total volume of products of this type.

The output growth curve as a tool of analysis is most often used in the following cases:

1. When new or modified labor operations are introduced.
2. When new employees or other persons, previously unknown to them, are involved in operations.
3. When new raw materials are used for the first time or new methods of using them are introduced.
4. In the production of products in small series, especially when these series are repeated.

To illustrate the use of this method, suppose a shipbuilder estimated the time it took to build one yacht at 4,000 working hours. It is assumed that 8 yachts will be built for different customers and after the production of the first yacht, the yield growth curve will be 80%. The overall effect in terms of reducing labor costs is calculated as follows: The figures in column A are obtained by doubling the previous number of products. The numbers in column B are obtained by multiplying the average labor time taken by the percentage increase in output per item. The numbers in column C are obtained by multiplying the average labor time by the number of items. The firm that is able to master production faster than others gains advantages in terms of its competitiveness. Understanding how the accumulation of skills and experience proceeds, reflected in the output growth curve, can help companies to correctly plan their strategy in terms of launching new types of products, mastering new technological processes, pricing policy, expanding production, etc.

Actual production

Distinguish between normative, planned, actual labor intensity and production. When calculating the standard labor intensity (output), labor costs per unit of output are taken according to the current standards (SNiP, EPER, ENiR, etc.). The plans for technical development and organizational and economic measures of the construction organization provide for technical improvements in production and labor organization, as a result of which the standard labor intensity of work decreases, and the output increases accordingly. The indicators of the standard labor intensity (output) adjusted on the basis of these plans are called the planned labor input (output).

The actual costs of working time, referred to the amount of work performed, characterize the actual labor intensity (output).

For a comprehensive assessment of the level of labor productivity in construction, both production and labor intensity indicators are used. The cost of working time per unit of construction and installation work may decrease, but if the loss of working time increases, then production may decrease. On the other hand, the growth in average output does not reveal what types of construction works have achieved this. In some cases, construction organizations achieve an increase in average output by performing more expensive work. Construction is a complex industry. Even specialized construction and installation organizations that construct railway facilities perform a variety of work at various facilities. In these conditions, it is difficult to choose a single indicator of labor productivity that would fully meet the requirements of comparability and correctly reflect the amount of production. Therefore, it becomes necessary to use a system of indicators characterizing various aspects of the activities of construction organizations to increase labor productivity.

Back | |

To determine the efficiency of production and its profitability, the formula for calculating labor productivity is used. Based on the data obtained, the management of the enterprise can draw conclusions about the introduction of new machines or changes in production technology, reduction or increase in the workforce. Calculating this value is quite simple.

Basic information

Labor productivity is the most important criterion for assessing the effectiveness of workers. The higher it is, the lower the cost of producing goods. It is he who determines the profitability of the enterprise.

Having calculated the productivity of labor, you can find out how fruitful the work of workers is for a given period of time. Based on the data obtained, you can plan the further work of the enterprise - calculate the estimated volume of production, revenue, make an estimate of costs and purchase materials for production in the required quantity, hire the required number of workers.

Labor productivity is characterized by two main indicators:

• Development , which indicates the volume of products manufactured by one worker for a certain period of time. Often calculated for one hour, day, or week.
• Labor intensity - on the contrary, it already indicates the amount of time that the employee spent on the production of one unit of goods.

It is worth noting that an increase in productivity leads to a decrease in production costs. So, with the help of increased productivity, you can significantly save on wages and increase the profit of production.

Calculation of production and labor intensity

Production depends on the average number of employees and the time spent on production. The formula looks like this:

B = V / T or B = V / N, where

• V
• T - the time spent on its manufacture,
• N

Labor intensity shows how much effort one worker makes to create a unit of goods. Calculated as follows:

• V - the amount of the manufactured product;
• N - the average number of employees.

Both formulas can be used to calculate the productivity of one worker.

Let's consider a concrete example:

For 5 days, the confectionery department produced 550 cakes. There are 4 pastry chefs in the workshop.

The output is equal to:

• В = V / T = 550/4 = 137.5 - the number of cakes made by one pastry chef per week;
• B = V / N = 550/5 = 110 - the number of cakes made during one day.

Labor intensity is equal to:

R = N / V = ​​4/550 = 0.0073 - indicates the amount of effort that the pastry chef makes to make one cake.

Performance formulas

Let's consider the basic formulas for calculating labor productivity for each of the situations. All of them are quite simple, but at the same time, the following nuances must be taken into account in the calculations:

• The volume of manufactured products is calculated in units of manufactured goods. For example, for shoes - a pair, for canned food - cans, etc.
• Only the personnel involved in the production are taken into account. So, accountants, cleaners, managers and other specialists who are not directly involved in production are not considered.

Balance calculation

The basic calculation formula is balance calculation. It helps to calculate the productivity of the enterprise as a whole. To calculate it, the main value is taken the amount of work indicated in the financial statements for a certain period of time.

The formula looks like this:

PT = ORP / NPP, where:

• PT - labor productivity;
• ORP - the volume of products produced;
• NWP- the average number of workers involved in the process.

For example: an enterprise produces 195,506 machines per year, - 60 people. Thus, the productivity of the enterprise will be calculated as follows:

PT = 195 506/60 = 3258.4, which means that the productivity of the enterprise for the year amounted to 3258.4 machines per worker.

Profit performance calculation

You can calculate productivity based on the profit of the enterprise. Thus, you can calculate how much profit a company brings in a given period.

Labor productivity for the year or month for the enterprise is calculated by the formula:

PT = B / R, where

• PT - average annual or average monthly output;
• V - revenue;
• R - the average number of employees per year or month.

For example: for a year, the entire enterprise also earns 10,670,000 rubles. As already indicated, 60 people work. Thus:

PT = 10 670 000/60 = 177 833.3 rubles. It turns out that for one year of work, each employee brings an average of 177,833.3 rubles of profit.

Average daily calculation

You can calculate the average daily or average hourly output using the following formula:

PTC = V / T, where

• T - the total cost of working time for the production of products in hours or days;
• V - revenue.

For example, an enterprise produced 10,657 machines in 30 days. Thus, the average daily output is equal to:

PTC = 10657/30 = 255. 2 machines per day.

Natural calculation formula

With its help, you can calculate the average labor productivity per worker.

This formula looks like this:

PT = VP / KR, where

• VP - manufactured products;
• KR - the number of workers.

Consider an example for this formula: 150 cars are manufactured in the workshop per week. Employed - 8 people. Labor productivity of one worker will be:

PT = 150/8 = 18.75 cars.

Factors influencing the value

The following factors influence the value of enterprise labor productivity:

• Natural and weather conditions ... The productivity of agricultural enterprises is directly dependent on weather conditions. So, bad weather conditions - rain, low temperatures - can reduce human productivity.
• Political situation ... The more stable it is, the more attention is paid to the development of production, therefore, productivity is also higher.
• General economic situation , both enterprises and the state, the world as a whole. Loans, debts - all of these can also reduce productivity.
• Making changes to the structure of production ... For example, previously one employee performed 2 or 3 operations, then a separate employee was involved to perform each operation.
• Application of various technologies ... This includes not only the introduction of new technology and equipment, but also the methods and techniques of production.
• Change in management ... As you know, each manager tries to make his own additions to the production process. Not only the performance indicator, but also the quality of the goods largely depends on his knowledge and qualifications.
• The presence of additional incentives - bonuses, increased processing fees.

In general, the labor productivity of any enterprise is constantly growing. This is due to both the acquisition of experience and the building up of technical and technological potential.

Video: Formula for calculating labor productivity

Learn all the ins and outs of calculating labor productivity from the video below. It contains the main factors affecting the calculation of labor productivity, related concepts and formulas, as well as examples of solving the most common problems that the owner of the enterprise may face.

Labor productivity is the ratio of the volume of work performed or manufactured products to the time spent on its production by an enterprise, workshop, department, or by an individual. It is quite simple to calculate it, knowing the basic formulas and knowing the data on the production volumes of the enterprise and the number of employees.

The labor intensity of one unit of product is the total amount of time that was spent on the manufacture of one unit of product.

Accordingly, it can be stated that the total labor productivity is the volume of output that was produced by the employee in one unit of time, or the time that was spent on the manufacture and production of a unit of output.

Basic indicators of labor productivity are calculated both separately and on average for the enterprise.

The development and manufacture of products at individual workplaces and production areas is always measured in kind, in the volume of manufactured units of products.

For example, the volume of certificates that were issued on average by a telephone operator in the GTS reference service per hour, the volume of letter post that was sorted by one sorter per hour.

The volume of output at individual workplaces is usually standardized. Each specific employee is given a planned target or production rate.

The productivity of workers in the maintenance of various means of communication is difficult to characterize by production, because they are engaged in the elimination and adjustment of damage. Also, their work often involves only being in their workplace.

At this stage, it is important to determine the labor intensity, that is, the amount of time that was spent, for example, on the elimination of damage.

The volume of labor productivity at a communications enterprise is characterized by an indicator of the average amount of output.

For a communications enterprise as a whole, it is impossible to find out the output in kind, because the enterprise produces a variety of types of work and services, therefore, output is measured in monetary terms.

The total, aggregate volume of products sold by a communications company will be reflected in the received proceeds. For this reason, during the calculation of labor productivity as a whole for the enterprise, the indicator of sales proceeds is used.

Formula

Average monthly or average annual output (volume of labor productivity) for the enterprise is calculated by the formula:

Instructions:

1. First of all, you should decide how you will calculate labor productivity: using the indicator of production of products in one unit of time or using the indicator of labor intensity.
2. The rate of production output per unit of time should be calculated as follows: the volume of manufactured products is divided by labor costs (or by the amount of time that was spent on the manufacture of this product). As a result, we get the average output per unit of labor costs.
3. The index of labor intensity of production will be calculated in the following way: labor costs (or time to manufacture products) is divided by the amount of products produced. As a result, you will receive labor costs per unit of output. (that is, labor intensity).
4. Next, you should decide by what method you will begin to calculate the volume of labor productivity: labor, natural or value.
5. The natural method is used to determine the exact volume of production and manufactured products(in mass, quantity, cubic or square meters, and the like). For example: your firm produced 50,000 nails in a month. You have 50 workers. The output of one employee is 1000 pieces / person (50,000 is divided by 50).
6. With the labor method, the amount of production is measured in standard hours. This method is not particularly convenient for small and medium businesses.
7. Well, and the last thing that is important to pay attention to: the volume of labor productivity is a changeable value and depends not only on the workers themselves, but also on you. The better the working conditions, the higher and more reliable the motivation of employees will become and the higher productivity will be.

Start of the day

Every day of an office employee begins with waking up. We have breakfast, take a shower, put on a suit and go to work.

All these routine and daily activities force the brain to turn on and get ready to work in the office, therefore, the working day in the office, as well as work at home, should be on schedule.

As a rule, this is from 9 to 17 hours, but not necessarily. Having correctly set up the working hours, it is also necessary to devote a period of time to communicate with your clients, this will show the organization and professionalism of the employee. At this point, it is important to pay special attention to the convenience for customers and take into account their wishes.

Elimination of interfering work, extraneous sounds

As with household chores, many workers enjoy listening to music while they work. Such distracting sounds can significantly reduce productivity, even if the employee does not feel they are distracting.

Arrange a dedicated place to work

In the event that you work from home, you can just pick up a laptop and start working. But, having a specially designated place, you can direct your mind to the desired mood faster and more optimally.

You should also block all sites and places that distract from tasks.

Access to third-party sites should be blocked or simply not open to work. It is important to exclude e-mail programs, social networks, online stores, games, as well as various chats, and other places that are not related to work.

Video on the topic: “How to increase labor productivity? Mason's labor productivity "

In this article we want to tell you about the formula for calculating labor productivity, for this we will give an example of calculation.

Why labor productivity is so important in the activities of every organization

Labor productivity- this is the efficiency of personnel in a particular industry and service market is displayed by the quantitative number of products manufactured or services sold by a particular employee for a certain period of time. Basically, this indicator is calculated for a month of work and compared with the results of the work of other employees who work in similar positions and have the same job responsibilities in quantitative terms.

Dear reader! Our articles talk about typical ways of solving legal issues, but each case is unique.

If you want to know how to solve exactly your problem - contact the online consultant form on the right or call by phone.

It's fast and free!

The inverse indicator of the value of personnel labor productivity is labor intensity. Labor intensity- this is the period of time (its quantity) for the manufacture of one unit of product or service (depending on the field of activity of the employee in the organization).

If the efficiency of the organization's personnel increases, then, accordingly, the amount of costs is reduced, the cost of manufactured products is significantly reduced, and the overall economic efficiency of production increases.

The efficiency of staff work directly affects the production cycle and its turnover. The faster the turnover of funds (circulating) occurs, the sooner these circulating assets are “released” from the turnover process.

The following indicators affect the rate of increase in the turnover of working capital:

• increasing the number and volume of sales;
• work to reduce the cost of human resources for the manufacture of products or services;
• continuous improvement of the quality and competitiveness of goods and services;
• general reduction and acceleration of the pace of the production cycle;
• improvement of supply and distribution systems, etc.

All companies are constantly trying to increase the number of manufactured products or services offered for a specific period of time, and this, in turn, reduces the item on the cost of manufacturing one of its units.

At the end of each month, HR departments (or other recruiting departments) conduct statistics on staff productivity in a particular area. These can be different production departments in the same firm. They practice the methods of the “weak link”: with employees with the lowest indicators of labor productivity, additional training is carried out, systems of penalties are applied, etc.

It is not profitable for companies to pay for staff with low work efficiency, as this directly affects the overall profit. At the same time, employees with good performance indicators are constantly encouraged in the form of bonuses, bonuses, and other types of bonus programs.

Formulas for calculating the efficiency of employees in enterprises

To calculate the employee productivity index, the overall result of the functions performed by the company's employees is taken into account. This index characterizes not only the overall labor productivity of personnel, but also shows the growth rate of this indicator.

To calculate the labor productivity index of personnel, the following formulas are used:

1. Overall work efficiency in terms of the number of manufactured products,% = [(In - Wb) / Wb] * 100%
2. Total labor productivity in terms of labor input,% = [(Tro - Trb) / Trb] * 100% Wb - the number of manufactured products for the reference period;

In- the number of manufactured products for the reporting period;

Trb- the labor input for the manufacture of products for the reference period;

Tro- the labor input for the manufacture of products for the reporting period of time.

We receive all data as a percentage.

The reduction in the number of labor resources also affects changes in personnel productivity. In order to find out the average productivity of labor resources, and this is sometimes extremely necessary if the company has departments where the process of manufacturing products with different labor input takes place, then the following formula is applied:

average labor productivity = the sum of the volumes of individual types of manufactured products * coefficient of labor input for the manufacture of a specific type of product

In order to find out with what efficiency in terms of labor productivity an individual employee of the company works, to calculate productivity according to this indicator, there is the following formula:

Labor productivity (1 employee) = (Q * (1 - Kp)) / T1.

Q is the total volume of products manufactured by a specific employee;

Кп - productivity factor;

T1 - labor input in the production process by one employee.

Examples for calculating staff productivity

I also calculate the efficiency of employees using the following methods:

• worker (according to the cost of working time, how many units are produced for a certain period of time - a minute, an hour, a day, etc.);
• natural (the calculation is carried out in physical units - meters, kilograms, pieces, etc.);
• price (by cost, the cost of manufactured products for a certain period of time is taken into account);

For example, the natural method: the department employs 10 employees and produces 50 units of finished products in one working day.

50/10 = 5 - 5 units. one worker makes in one day.

Price method: 20 people work in several departments and produce products for 1 thousand dollars in 1 working day, then 1000/20 = 50 - for 50 dollars. one employee produces products in one working day.

In order to be guided by the overall performance of personnel in the enterprise, they often take data from the indicators of the company's balance sheet, but directly the total volumes of manufactured products (this is indicated in the corresponding lines of accounting data). If balance lines are used for calculation, then, accordingly, in the formula for calculation, instead of volume indicators, indicators of these lines are indicated.

We analyze the efficiency of staff work

For effective personnel management and increasing production volumes, daily, weekly, monthly, quarterly and annual reports on their productivity and work efficiency are constantly being carried out.

Not only the performance indicators of one employee, but also of entire departments are taken into account and comparisons are made in one direction or another of the enterprise, which directly affect the indicators of annual output and, accordingly, the receipt of the planned profit depends on this. All of the above factors and indicators that are used to calculate the productivity of personnel are closely related to each other and characterize the overall result of the company.

When analyzing the productivity of personnel, the share of certain types of products in the total productivity is taken into account. Here, calculations are carried out for products with high labor costs and lower ones, if necessary, the average value is calculated.

They analyze not only performance indicators and compare and optimize them, but also designate the corresponding reserves of the company to reduce the total labor intensity for manufacturing products both for specific types and for the enterprise as a whole.

The simplest way to control and manage labor productivity by personnel is to meet planned targets (or, accordingly, their underperformance or overfulfillment).

The main objectives of the analysis are as follows:

• the intensity of the plan for the performance of personnel, the definition of the degree;
• identification of factors that affect the performance indicators of employees;
• comparison of relevant indicators;
• implementation and optimization of enterprises aimed at increasing the productivity of workers in organizations.

Performance plans are mainly analyzed according to indicators such as planned and actual indicators, and based on the results of deviations (to a lesser or greater extent), appropriate methods and measures are introduced.

Increase in labor productivity of personnel and its main indicators

Leading companies in the market are constantly introducing and improving programs to increase staff productivity, develop a number of appropriate measures, practice employee incentive schemes to achieve their goals and focus on results. The reserve growth in employee productivity takes into account the factors of growth in the overall resource capacity of companies.

The main factors that affect the increase in staff labor are the following:

• introduction of new technologies into production, its modernization and automation (accordingly, much less labor-intensive reserves are required);
• improvement of the organizational structure in the company, control of production management and effective management of employees' working time;
• constant improvement of the practical skills and qualifications of employees, the correct quantitative ratio of managerial personnel to production personnel, etc.

There are other factors that affect the overall productivity of staff:

• Economic and organizational(imply the correctness of the general economic organization of personnel, the introduction of management technologies in the production process).
• Technical and material(include the efficiency of the material and technical base).
• Psychological and social(moral and psychological conditions of work, appropriate levels of training and qualifications, demographic indicator - the ratio of men and women in the team, their age, etc. This also directly affects the comfort in work and, accordingly, the overall productivity of labor resources).

Important indicators in the productivity of personnel are the following:

• Average production rate per hour- shows the number of manufactured products per unit of time - an hour. Only the actually spent time is taken, pauses or downtime of employees are not taken into account.
• Number of manufactured products per day(average daily output) - this indicator characterizes the efficiency of the personnel for one working day.
• The total number of manufactured products in one month- characterizes the overall performance of personnel (this also includes labor reserves) for one working month.

The most effective option for increasing the productivity of workers is to reduce labor intensity, and this, in turn, reduces the amount of time spent on the manufacture of one unit of product.

In this article I want to tell you about various formulas for calculating labor productivity.

A person works in order to create various goods, such as services or products. First, let's define why we need to try to increase labor productivity. One of the most important criteria for assessing the effectiveness of one or a group of workers is the productivity of their labor. After all, the higher the productivity of labor, and therefore the production of a unit of goods per unit of time, the less costs are spent per unit of result.

Any good, product or service produced by a person is his living, concentrated, materialized labor.

Let's define living labor.

Living labor is labor carried out by a person, spending energy measured in calories. Living labor is divided into mental and physical labor.

But labor embodied in any thing, mechanism or service is a completely different matter, since it personifies the labor produced earlier.

For example, the cost of paying for electricity, payment for a production facility, etc. And therefore, an increase in labor productivity leads to a decrease in costs.
To measure the labor of workers, an indicator of labor productivity is used.
What is labor productivity: - this is a certain indicator by calculating which we find out how fruitful the work of workers is for a certain period of time (year, month, day, work shift, hour, etc.). You also need to remember such a term as "production".

Production is the amount of work done by one worker. Using the production indicator, you can measure various types of work: the production of goods, the provision of services, the sale of goods.
The formula for labor productivity is pretty simple:
You need to divide the volume of work performed for a certain period of time by the number of employees.

Formula for variable substitution.
Where for
P we take labor productivity, for O - the amount of work for a certain period of time, and for H - the number of workers.

Calculation formula cost labor productivity

Let's take an example.

Let's imagine that you are the owner of a fast food restaurant chain. And you want to know the productivity of a hot dog shop, one of your establishments. Suppose it has 20 chefs who are busy making hot hot dogs. For the entire shift, they manage to make products worth 100 thousand rubles. So, in order to find out the labor productivity of one worker, we will need to divide 100 thousand / rubles into 20 workers (cooks). Thus, we learn that one chef makes 5 thousand rubles per shift. In order to find out the labor productivity per one cook per hour (assuming that there are 8 hours in a shift), we will need to divide 5 thousand by 8 hours, and as a result, we find out that one cook produces hot dogs for 600 rubles per hour. ...

Formula natural

But the calculation of labor productivity can be calculated not only in money. In addition to this method, there are several more. For example, the natural way. It can be used if your company produces one type of product. In this case, labor productivity can be measured in meters, tons, pieces. Per unit of time.

Let's take a look at a simple example. Let's go back to our diner. Let's assume that there is only one product in its assortment - hot dogs. Then labor productivity can be calculated in hot dogs / hour. Suppose the same 20 chefs make 1000 hot dogs per shift. Then dividing 1000 hot dogs into 20 chefs. We learn that one chef makes 50 hot dogs per shift. Then if we need data for an hour, we simply divide 50 by 8 and find out that one worker produces 6.25 hot dogs per hour.

Formula conditionally natural method of calculating labor productivity

There is also a conditionally natural way of calculating. This method can be used if the firm produces similar goods, but which have any differences among themselves. In this case, the goods produced are considered in the form of conventional units. Let's say you manufacture metal fasteners, 30 workers produce 120 nails, 30 bolts and 40 screws per shift. In order to calculate the total production capacity, we need to use the conversion factor, metal products. It takes 1000 grams of iron to make 120 nails, 500 grams to make 30 bolts, and 1500 grams to make 40 screws. As a result, adding up all the manufactured products in their general initial form (iron) 1000 gr + 500 gr + 1500 gr = 3000 gr / metal products.

Calculation formula labor productivity

The labor method is based on measuring volume manufactured goods, for the calculation of which you need to use the conditional production labor intensity. In order to calculate performance labor, you need to divide the volume of production in units of work time by the actual work time. Let's take an example. Let's go back to our diner again. Imagine that two chefs made 30 hot dogs, while making one hot dog takes 25 minutes, and 40 hot dogs, despite the fact that, temporary the cost of making one hot dog 15 minutes. We will use this data to calculate productivity labor. To do this, you need to: multiply the volume of manufactured products by the time of manufacture of one unit of goods(30 × 25 + 40 × 15) , then divide it all into the time we are interested in range ... Let's say we are interested in data for one hour.(30 × 25 + 40 × 15) / 2x8x60 = 11850/960 = 12.3 units of goods / hour.

One of the advantages of the labor calculation of labor productivity, it is worth noting the possibility of its use when calculating any types of services and works. However, to use it, you need to know the time standards for the manufacture of one unit of the product, for each type of work, which is not always possible.

Labor intensity formula

The concept of labor intensity implies the cost of working time for the production of one unit of goods or services.

And as usual, for a better understanding, let's analyze an example. Let's say two chefs in your diner made 1000 hot dogs in 3 days. Labor intensity man-hours (with a work shift equal to 8 hours) will be exactly 2x3x8 = 46. Here I think everything is clear. Now let's take a more complicated example. 7 chefs made 10 birthday cakes in 5 days. Let's try to calculate the total and specific labor intensity in man-hours. 7x5x8 = 280 man-hours, this gives us the total labor intensity. Already received 280 man-hours, we divide by 10 cakes, 280/10 = 28 man / hours for making one cake.

The use of such an indicator as labor intensity allows you to increase the accuracy of calculations of labor productivity. You can also trace the inverse correlation between labor intensity and labor productivity. The lower the labor intensity, the higher the labor productivity indicators and vice versa.

Labor mechanization level formula

Society does not stand still, and as it develops, the level of mechanical labor increases. which has a positive effect on the growth of labor productivity. The more we use mechanized labor, the higher our ability to produce materialized labor, and the less we use living labor. The increase in the productivity of mechanized labor makes it possible to increase the productivity of goods, without increasing the share of living labor.

Mechanized workers are those who carry out their work with the help of automated, machines and mechanisms.

The formula itself looks like this:

Let's take an example. Let's say you have hot dogs in your diner. Some hot dogs are produced using special automated devices, and the other part manually. In the preparation of hot dogs by hand, 80 cooks are involved, and in the preparation of the mechanized way 20. Let's try to determine the level of mechanization of your production. In total, 30 chefs are involved in the production of hot dogs. Of these, 10 are engaged in mechanized labor. Then we need to divide 100 by 20 and multiply by 100%. 20/100 * 100% = 20% mechanized labor.

It is also important to know about such a concept as labor intensity.

Under the intensity of labor, it is customary to understand the force of tension of living labor in a certain period of time, measured by physical, mental, and nervous energy costs.

If you want to increase the level of labor intensity in your production, this will require appropriate compensation in the form of an increase in caring pay, or additional days off.

But it is worth remembering that there are still a lot of blank spots in the study of labor productivity. It is far from always possible to compare labor productivity with accuracy from different areas. Therefore, when calculating the formula for labor productivity, it is worth taking into account the peculiarities of each particular case. Difficulties can arise when comparing the productivity of a person who sells hot dogs to a person who sells cars. One has a monthly revenue of 50 thousand rubles, and the other 5 million. But when counting by the formula for the cost of labor productivity, we will not get accurate data to compare the labor productivity of these subjects. Can lead a bunch of examples where for receiving satisfactory results to assess labor productivity, it will not be enough to use standard formulas. For often, the indicators of the formulas have to be combined, or to evaluate everything in aggregate in order to see a complete picture.

And that's all. If you still have questions about calculating formulas. Then ask your questions in the comments. For sim take my leave. All the best.