In the manufacturing industry, production increased by 1 times, personnel increased by 0 5 times, an

It's complicated, and only professional accountants can figure it out. Businesses have costs, which vary.

If the scale reward of the Cobb Douglas function is constant, the yield will of course increase by the same multiple, i.e. by a factor of 5.

Cobb-Douglas sources produces the function bai

The general form is: q = a l k where the argument and the economy of du.

The meaning of zhi is: when + = 1, and denotes the relative importance of dao labor and capital in the production process, respectively, is the share of labor income in the total output, and is the share of capital in the total output.

In 2009, the output of a certain enterprise increased by 1 time compared with 2000 and doubled compared with 2005, so how many percent did 2005 increase compared with 2000?

Can it solve your problem?

If the grain output in 1998 is changed to x, then the grain output in 2008 is x+x, that is, 2x;

The grain yield in 2005 was split by 2x (1 + i.e. 4x 34x 3: x = 4 3

In 2005, then, grain production increased by one-third compared to 1998.

Rational allocation of existing resources, and to maximize resource utilization, output maximization, and technical skills are the most proficient.

If the output of total manpower is maximized, the quality of the product will be significantly reduced, the defective products will be greatly increased, and if the salary is not high, the operator will also lose a large number of workers.

This should be from the perspective of part to whole, if all aspects of the part achieve the best effect, the overall production line is the best state to run, because you don't know which industry your production line is. So it's relatively simple, I hope it helps you!

The accuracy of the equipment combination is the most reasonable range.

If the grain output in 1998 is x, then the grain output in 2008 is x+x, that is, 2x;

Food production in 2005 was 2x (1 + i.e. 4x 34x 3: x = 4 3

Food production in 2005 was then one-third higher than in 1998.

Most companies understand the cost of employee turnover narrowly as the tangible cost of turnover (the cash cost of turnover of the departing employee) or the replacement cost (i.e., the cost of job advertisements), while ignoring other costs associated with it, especially the intangible cost of declining productivity due to employee turnover. In fact, the intangible cost of employee turnover is much higher than the tangible cost of employee turnover.

When discussing or analyzing employee mobility, especially voluntary employee mobility, middle and senior managers of most enterprises often only think about the loss or loss of the current human resources of the enterprise, while ignoring or underestimating the special economic losses caused by employee turnover to the enterprise and the medium and long-term impact of employee turnover on the enterprise.

A common problem made by enterprise managers is that they often do not believe that existing employees can be trained and developed to meet the requirements of enterprise development, but they are convinced that newly recruited employees are extraordinary, so people often find that the top management of these companies is reluctant to pay competitive wages to existing employees, and is willing to pay new unfamiliar employees 30%-50% higher than the salary of the original employees. This is an important reason for the high turnover rate of some enterprises, which leads to the rising cost of employee turnover.

At present, almost no company has included a full budget for employee turnover costs (tangible and intangible) in its annual budget, and only includes a tangible budget for recruitment expenses, severance compensation, etc.

The vast majority of middle managers in the company are indifferent to the cost of employee turnover in their department, including tangible costs, which are often within the budget of the HR department.

Most middle and senior managers of enterprises do not realize that the turnover cost of employees has become a black hole in today's enterprise management, an invisible killer of bottom-line profits.

Most enterprise human resources departments have calculated the annual or monthly turnover rate of employees, but due to the lack of awareness of the importance of calculating employee turnover costs, and the lack of clarity about the specific composition of employee turnover costs, the model and calculation formula of employee turnover costs, and other factors, they have not been able to calculate or fully calculate employee turnover costs, especially intangible costs.

The company's own recruitment situation is not particularly clear, but you can consider the company's labor cost as a factor, such as HR to make an appointment for an interview, and the invitation is successful to come to the company to participate in the interview, at least two rounds are required, HR plus manager, if the level is high, the director or general manager may also have to talk. Every minute of his interview is consuming time, and these times are the company's labor costs, a position is often impossible to interview two or three people to succeed, often need HR to brush off a lot of people, managers to brush off a lot of people, or directors to brush off a lot of talent may determine the final candidate.

If some positions in the company are recruited through headhunting, the cost will be higher, plus the above costs, but also add headhunting fees, which is generally about 20% to 30% of the candidate's annual salary. Therefore, how high is it to recruit a new person, you can simply look at what the annual salary of the position is, then the cost of recruiting him should be half of his annual salary.

Perhaps the last thing a company wants is for an employee to change jobs.

The true cost of an employee is difficult to express by calculation; The labor cost of general employees probably includes social labor insurance premiums, welfare expenses, medical expenses and subsidies for work-related accidents, basic labor education and training expenses, etc. The labor cost of managing employees and professional and technical personnel should be added to the cost of training and sending out professional and technical business to visit and study, and the investment cost; Senior management personnel also include the cost of sending abroad for study and inspection, in addition to the cost of various levels of treatment subsidies.

The investment cost of general production and operation employees can be obvious, and the investment cost of executives and technical professionals sometimes takes one or several production and operation cycles to see results.

My comments are available**! Do you still have a different opinion?

Salary plus benefits, the cost of hiring and retaining him, and the impact he would have if he didn't do it, add up to the whole cost.

In 2009, the crude loss output of a company's stool key products increased by 1 times compared with 2000 and increased by 2005, so how many percent longer than 2000 in 2005?

The question seems to be wrong, so please refer to the question and answer on the first floor.