First, the difficulty of salary management Salary management is the most different part between theory and practice in human resource management. Learning the theoretical knowledge of salary management is almost insignificant for human resource managers. This is mainly because salary management has the following three characteristics:
1, sensitive salary management is the most sensitive part of human resource management, because it involves the vital interests of every employee in the company. Especially when people's quality of life is not very high, salary directly affects their living standards; In addition, salary is a direct reflection of employees' working ability and level in the company, and employees often measure their position in the company through salary level. Therefore, the salary issue will be very sensitive for every employee.
2. Privileged salary management is a human resource management project with the least employee participation, which is almost the privilege of the company boss. Bosses, including enterprise managers, believe that employees' participation in salary management will increase the contradictions in company management and affect the interests of investors. Therefore, employees know almost nothing about the company's salary management process.
3. Particularity Due to sensitivity and privilege, the salary management of each company will be very different. In addition, because there are many different management types in salary management itself, such as post salary, skill salary, seniority salary, performance salary, etc., the reference of salary management between different companies is very small.
Second, the importance of satisfaction and the determinants of employees' satisfaction with salary management are the most important standards to measure the level of salary management. It is the fundamental purpose of salary management to make employees satisfied with salary and let employees work better for the company. The higher the employee's satisfaction with salary management, the more obvious the incentive effect of salary will be, and the better the employee works, the higher the salary will be, which is a positive cycle; If employees' satisfaction with salary is low, they will fall into a negative cycle, leading to employee turnover. Employees' satisfaction with salary management depends on the comparison of social average level and the fairness of salary. Social average comparison means that employees will compare their salary level with that of the same position in the same industry. If they find that their wages are above average, their satisfaction will increase, and if they find that their wages are below average, their satisfaction will decrease. One of the main tasks of salary management is to evaluate the value of positions in the market and determine the salary standards that can attract employees. Fairness refers to the degree of equality that employees feel after comparing their wages with those of other employees. Improving fairness is the difficulty of salary management. In fact, it is impossible for the human resources department to satisfy all employees at this point. The reason why many companies implement the salary secrecy system is to prevent employees from knowing the salary level of other employees and reduce their recognition of the fairness of salary management. In addition, if there is no recognition of fairness, it will be difficult for employees to recognize the relationship between salary and performance, thus reducing the effect of performance appraisal.
Third, how to improve the satisfaction of salary management can be carried out from two aspects: comparing with the social average level and improving fairness. No matter what kind of management method is adopted in the company's salary management, it is essential to evaluate the market value of the position. The human resources department can suggest that the salary level of employees in the company is slightly higher than that of the same position in the same industry (generally 10 to about 20), which is conducive to the stability and recruitment of employees. Fairness is the subjective feeling of employees, and human resources departments should not try to solve this problem by modifying the salary system. Of course, the salary system can be modified when it does not meet the needs of the company's development, but this is not the most effective way to improve fairness. When solving this problem, the human resources department should pay attention to the process of salary management, not the result of salary management. For example, when formulating the salary system, we can involve employees. Practice has proved that employees' participation in decision-making can make decision-making easier to implement. Some bosses and managers worry that employees' participation in the formulation of salary system will greatly promote the policy to favor employees' own interests, regardless of the company's interests. This problem exists in reality, but the solution is to let the boss, managers and employees discuss their differences together and find the balance point of their respective interests. In fact, employees will not make irresponsible decisions because of their own interests. The only difference between employee participation and non-participation is that if employees participate, problems will be found and solved before policy formulation; If employees do not participate, problems will also be exposed when the policy is implemented, but at this time, the opportunity to solve the problems is often lost. In addition, the human resources department should also urge bosses, managers and employees to establish regular communication on salary management and promote mutual trust between them. In short, communication, participation and trust will significantly affect employees' views on salary management, thus improving employees' satisfaction with salary management. Looking through the recruitment section of the newspaper, many companies' recruitment advertisements have made the eye-catching title of "high salary and sincere recruitment" Attracting talents with "high salary" is the most common means of recruitment, and it may also be the most effective means considered by some bosses. People work first to survive, and in order to improve the quality of life, wages are naturally very important. Before deciding to recruit talents with "high salary", the company probably did some market research: it is difficult to recruit suitable talents without high salary, so it is determined to use the "killer" of high salary. In order to make the "killer" more effective (preferably immediate), recruiters will emphasize the word "high salary" in various recruitment occasions, and the words "high salary recruitment" will naturally appear in job advertisements. In order to attract talents, company recruiters will repeatedly emphasize the company's high salary policy when talking or interviewing candidates. Naturally, most of the people recruited are also for high salaries. Up to now, the recruitment should be successful, because excellent talents have been recruited, and the "killer" of high salary has also played its due role. The problem is that this "high salary" approach will make employees (new employees and old employees) more sophisticated in their understanding of salary. With the increasing concept of "pay-only theory", employees will pay more attention to their own salary level, be more critical of the rationality of salary policy, pay more attention to the fairness of performance and salary, and sometimes even to a harsh degree. The concept of "salary-only" will lead to the deadlock of salary management: the more the company emphasizes "salary-only", the more serious the employees' concept of "salary-only" will be, the more critical they will be about the fairness of salary distribution, and the more the company pays attention to salary management, the more it will emphasize the salary problem. If the concept of "salary-only theory" of employees is getting stronger and stronger, then no matter how hard the company works, employees will not be satisfied with salary management. This vicious circle is extremely harmful to the future development of the company. Therefore, on any occasion, the company's bosses and managers should avoid talking about salary issues, and should let employees focus on "treatment". Salary is only a part of the treatment, and the treatment also includes the development of employees in the company, your learning opportunities, the resources employees have in the company, and the employees' control over human, material and financial resources. We should pay special attention when recruiting, and attract excellent talents with generous treatment, not just "high salary". Theoretically speaking, only when the real contribution of employees is not proportional to the real return, employees will be dissatisfied with the salary. But in fact, no matter how fair and reasonable the salary is, most employees will be dissatisfied with their salary. Dissatisfaction with salary is not caused by objective injustice and irrationality, so what are the reasons?
1, lower than expected: when an employee's salary is lower than his expected value, he will be dissatisfied with his salary. And this expectation is only the employee's personal self-orientation. Generally speaking, employees tend to overestimate their contribution and value in the company, and naturally they will have too high expectations, and naturally many people will be dissatisfied with their salary.
2. Below the highest level of the same employee: If the employee's salary is lower than the highest level of the same employee, there will also be dissatisfaction. The bigger the gap, the higher the degree of dissatisfaction. Because everyone will keep their own advantages, specialties and contributions to the company in mind, and even enlarge them. But often can't see the advantages, specialties and contributions of others, and it is easier to remember the shortcomings of others. In particular, employees who also contribute more than themselves often think that they are not as good as themselves out of instinctive jealousy. This mentality of overestimating oneself makes it difficult to make an objective evaluation of oneself and others, and at the same time, it also produces dissatisfaction. The effective way to eliminate this dissatisfaction is to be honest with employees, make an objective evaluation of employees in evaluation and communication, let employees know themselves objectively and eliminate their dissatisfaction with salary. Pointing out the shortcomings of employees requires the courage and skills of managers, and most managers are unwilling to do such a job. Because there is no communication, employees' overestimation of themselves will continue.
3. Overestimate the salary of others and underestimate the performance of others: As the salary and performance appraisal results of employees are generally confidential, employees cannot obtain real and detailed information from formal channels. Out of interest in other people's salary and evaluation, employees often guess according to some hearsay. This kind of speculation often overestimates the salary of others and underestimates the performance of others, thus feeling unfair and dissatisfied with their own salary.
4. Dissatisfaction with spiritual treatment will also lead to dissatisfaction with salary. Spiritual treatment is an important part of treatment, which mainly refers to dissatisfaction with work ability, sense of accomplishment, sense of responsibility, attention, influence, personal growth, valuable contribution and other factors. Due to the concealment of mental treatment, employees often emphasize their dissatisfaction with material treatment when expressing their dissatisfaction with mental treatment. For example, some employees complained: "I have to suffer so much gas every day. Why should I get this salary?" Or "My job is so boring, should my salary be higher?" But psychotherapy is a need of human beings and will not disappear because of this neglect. The main way to solve this problem is to improve the mental treatment of employees, not the salary (material treatment).