Enterprise managers have a clear and comprehensive understanding of the important role of salary management, and reasonably improve the salary system in salary management, so as to achieve the purpose of promoting enterprise development. This paper introduces the meaning of salary management, analyzes and introduces the problems existing in the salary management of Chinese enterprises at this stage, and lists the countermeasures to solve the problems, hoping to provide some reference value for the formulation of enterprise salary system.
Keywords: human resources; Salary management; Solution countermeasures
First, the concept of salary management
At present, the important position of salary management in enterprise human resource management has been unanimously affirmed by all parties. In enterprise management, it is a very effective means to formulate a reasonable and efficient salary management system in order to improve the enthusiasm of employees. In fact, the current salary management not only plays an auxiliary role in enterprise cost management, but also plays an active and effective role in promoting enterprise development and human resource management. Salary management refers to an enterprise management content that comprehensively manages the salary of enterprise employees. It mainly includes three aspects:
First, establishing a reasonable salary level and a clear salary management system can help enterprises attract high-quality talents and help enterprises establish reasonable labor costs. The salary level should not only achieve the purpose of reasonably controlling costs, but also meet the expectations of employees for wages;
Second, the salary system should be clearly designed. Its main contents should include ability, performance, technology, etc.
Third, choose a reasonable salary structure. The choice of salary structure should proceed from the actual situation of the enterprise and arrange the structure reasonably.
Secondly, it briefly analyzes the problems existing in the current enterprise salary management in China.
(A) the concept of salary is still at a relatively backward level.
In the development of enterprises, the reward mechanism can help enterprises manage human resources effectively, it can unify the goals of individuals and organizations, improve the enthusiasm of employees, and realize the unity of enterprise development and employees' work motivation. However, in the process of salary management in most enterprises, the performance appraisal system is single, and the importance of job analysis and job evaluation is not clearly recognized, which leads to serious unfairness, thus reducing the enthusiasm of employees, which will inevitably hinder the rapid development of enterprises. Some enterprise managers do not pay enough attention to salary management, which leads to no clear direction and goal of salary management, and the salary structure is single, which is not in line with the actual development of enterprises. Some enterprises have no systematic salary management norms at all, which leads to the failure of enterprise salary management.
(2) The wage adjustment of enterprise employees can't keep up with the pace of market development.
At present, there is still a large wage gap between employees in many enterprises. The wages of ordinary employees are higher than the market average. However, the wages of employees in important positions are lower than the average. This phenomenon makes it difficult for enterprises to stabilize and expand the talent team. In addition, because the salary system of enterprises is out of touch with the external environment, the human resource management of enterprises can't keep up with the development of the market, employees can't understand the pressure brought by market competition, and enterprises become stagnant and lifeless.
(C) did not establish a reasonable salary system
Optimizing salary management system is the only way for enterprise development. Enterprises can learn from the reform countermeasures selectively, and should avoid imitating the management experience of other enterprises without respecting the facts, so as to make the internal salary system of enterprises more perfect. The reality is that it is difficult for most enterprises to do this now. Some enterprises pay too much attention to the principle of fairness and fail to combine their long-term development goals with salary management, which makes it difficult to achieve the goals of human resource management. Therefore, although enterprises have invested a lot of manpower and material resources in the reform of salary system, the results have been minimal.
(D) did not establish a sound performance appraisal system
There is inevitably a certain salary gap within the enterprise. The incentive of salary to employees is mainly reflected in two points: first, performance appraisal and salary increase measures; Second, a reasonable bonus level. However, the effects of the above two aspects are quite different. Among them, performance salary increase is the basic composition of employee salary, but bonus payment is accidental and unsustainable, which has little effect on the growth of employee basic salary. Employees' sense of fairness in salary comes from the comparison of their own salary with other employees. If an enterprise wants to have a high competitive advantage in the same industry, it must be able to formulate a relatively fair salary assessment system. In some enterprises, the performance appraisal system is not perfect, there is no clear grading system for bonuses, employees are not satisfied with their salary level, and they are not optimistic about their future career development.
Third, how to improve the quality of salary management
(A) to enable enterprises to achieve independent development
If the enterprise is too strict and lifeless, it will lack the vitality of development, the economic benefits will be difficult to achieve, and the salary management will not be flexible. At present, the country has provided enough independent development space for the development of enterprises and realized real independent operation, which is not affected by political pressure. Enterprises can manage their own salary system independently, and let them adjust their salary management structure and system according to their own situation and external environment.
(2) Formulate and improve a scientific performance appraisal and salary structure system.
A reasonable salary system can provide a powerful auxiliary function for the internal performance appraisal of enterprises. Enterprises should combine internal performance appraisal with their own specific conditions, focus on assessing employees' business level and working ability, and pay attention to changes in market labor value at any time, so as to improve their own salary system, make the salary system open and transparent, and unify employees' salary with actual value. Whether the salary structure is scientific and reasonable is related to whether the management effect can be realized smoothly. The choice of salary structure type embodies the core concept of enterprise management. People-oriented management thought has penetrated into all the work of enterprise human resource management. In order to fully implement the management idea of people-oriented management in enterprises, the salary structure should fully consider the internal needs of employees, and almost all the sources of employees' lives come from salary. Enterprises should take the living needs of employees as the starting point when formulating the salary structure. When making the salary structure, enterprises should first divide employees into different age groups, carefully analyze the consumption characteristics and life needs of employees at different levels, and make the salary structure scientific. If the family pressure of middle-aged employees is great, we might as well formulate a flexible bonus payment mechanism for these employees, allowing them to advance bonuses; For example, young employees pay more attention to the improvement of their professional ability, and their wages can be converted into vocational training funds to provide them with a good opportunity for further study.
(C) the implementation of differentiated pay system
Managers and technicians have made great contributions to the development of the company. Therefore, such people should get higher wages, and it is always the fairest to pay more in return. The value created by a person should be in direct proportion to his salary. For such people, their motivation comes from high social status and brilliant career achievements. Therefore, when settling their wages, they should fully and truly reflect the value they created to stimulate their motivation. At one stage, if the salary of employees is higher than that of employees in the same industry, they will naturally feel satisfied. Furthermore, the loss of employees, especially talents, will not be very serious, and it will also help enterprises gain more talent advantages. In order to realize the relative fairness of salary management, enterprises should fully grasp and understand employees' ideas when formulating salary levels, unify the evaluation criteria of internal and external salary fairness, and reflect them in the salary management system. Externally, enterprises should ensure that the standards for dividing employees' salaries are open and transparent, understand and master the salary levels of competitive enterprises, sort out, analyze and compare them, so that employees can realize the fairness of salaries and have a sense of salary comparison; Internally, enterprises should carefully and comprehensively study the post value, determine the value orientation according to the various costs of the financial department and employee performance data, and take this as the basis for adjusting employee wages. In this way, employees will form the consciousness of evaluating their salary level with indicators and correctly position their value in the enterprise. End printing
(four) according to their own development, timely adjustment of salary management, reasonable post setting.
There are great differences in operating conditions and salary systems among enterprises in the same industry, which leads to different salary management methods. In order to achieve positive results in enterprise salary management, enterprises must adopt the principle of adapting to local conditions and formulate their own salary management methods. For example, when the products of an enterprise are overstocked, the focus of management is to reduce inventory and expand sales. Faced with this situation, the salary system should be suitable for product sales. First of all, set "post salary" for sales staff, and set different salary levels according to the working years of sales staff; Secondly, according to the sales performance, the sales staff are divided into levels to provide "post benefits" for key employees; Third, set up "market salary" to encourage sales staff to improve sales performance, give play to creativity and improve work enthusiasm. Unreasonable post setting in enterprises will lead to the waste of talents and low work efficiency, and then lead to unfair and unfair salary distribution in enterprises. Enterprises need to combine their own development, use a variety of investigation and analysis methods, investigate the rationality of internal post setting, and finally formulate a scientific post deployment. Follow the principle of "streamlining and high efficiency" and make appropriate adjustments according to the actual situation.
(e) The salary system should reflect the market competitive environment and pay attention to the working conditions of important employees.
The salary system should keep up with the pace of market development and always keep up with the pace of market development. In addition, always pay attention to the external competitive environment of enterprises, refer to the salary level of enterprises in the same industry, and constantly attract high-quality talents. In addition, we should pay attention to encouraging the enthusiasm of important employees in enterprises. Important employees are a fortune of enterprises, which is of great significance to the healthy and rapid development of enterprises. In order to retain these talents, enterprises must fully consider the actual needs and real ideas of these employees, formulate a targeted salary system, improve the internal reward and punishment mechanism, and make rewards and punishments clear. Only in this way can enterprises be in a favorable position in the competition.
Concluding remarks
To sum up, salary management has a very significant impact on the development of enterprises. Enterprises need to carry out salary management according to their own reality, ensure the efficiency of salary management and strive to realize the value of salary management. A good salary system can attract more outstanding talents to join the enterprise and stimulate the enthusiasm of employees, which will certainly be conducive to the improvement of enterprise benefits and the realization of enterprise development goals. Enterprise managers should clearly understand the important role of salary management, pay attention to the fairness and rationality of salary system, and make salary management really promote the development of enterprises.
References:
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[2] Guo Hong. Analysis on the application of salary management in enterprise human resource management [J]. Economic and Trade Practice, 2017 (04):115-117.
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