Abstract: In recent years, with the all-round development of market economy in Socialism with Chinese characteristics, the urbanization process has been gradually improved. In this context, the importance of China electric power industry has been paid more and more attention. For the public, electricity has become an indispensable key part in life and work. In order to meet the social demand for electricity more effectively, the internal management of power enterprises must be effectively carried out, and the important link for enterprises to maintain vitality is to strengthen salary management and improve the system. However, in the author's actual research work, it is found that the salary management reform of China's power enterprises is still not perfect. If the problem is not effectively solved, it will inevitably have a very adverse impact on the development of electric power work. Therefore, this paper will study the salary management reform of electric power enterprises, and further explore and analyze the relevant countermeasures, hoping to play a greater help and influence on this work.
Keywords: electric power enterprises; Salary management; Reform; Perfect game
Due to the all-round development of market economy in China, the management system of enterprises has also been fully constructed and developed. In order to prevent enterprises from being influenced or even submerged by the tide of social development, all walks of life have begun to strengthen the improvement and perfection of enterprise salary management. As the main core link of enterprise human resource management, with the overall construction of economy and society, the traditional salary management system of electric power enterprises has become increasingly difficult to meet the requirements of social modernization, and even has gradually exposed many problems, seriously affecting and hindering the development of electric power enterprises. Therefore, it is more necessary for electric power enterprises to carry out the necessary salary management reform, further improve the salary management, and establish a fair and effective salary system to fully meet the needs of current social development in China.
First, the main problems existing in the current enterprise salary management
Through the author's actual investigation, it is determined that although China's power enterprises have made great progress in their development, there are still many problems in many details, such as some problems in salary management, which mainly focus on the following points:
(A) the traditional thinking is more serious
At present, the salary system implemented by our enterprise is the post performance salary system, which is mainly composed of post salary, performance salary and auxiliary salary. In this link, salary distribution is linked with employees' work performance and contribution, ability and quality. In the traditional enterprise salary management, the distribution mode of narrowing the contradiction is often considered as the most reasonable and scientific distribution mode. In fact, this method is also the main way to test and judge whether the traditional salary distribution method is scientific. Under this background, the long-term tradition of ideas makes outstanding employees in enterprises lack obvious work motivation and backward employees lack work pressure, which leads to the situation that those who want to stay can't stay, but those who don't want to stay are stuck, which has a very serious impact on work efficiency.
(B) lack of external competitiveness in salary level
Generally speaking, the salary level of electric power enterprises is high, but the overall actual income gap is also small, and the work level is prone to one high and one low. In other words, the salary standard of employees in general positions is higher than most of the prices in the labor market, but for some key and important positions, the salary level is often lower than the market labor force. The salary level of this enterprise is seriously out of touch with the market, so many talents and elites in the enterprise have left their jobs and turned to enterprises with higher salary levels.
(C) the welfare system is relatively simple, and it is difficult to meet the needs of employees
Because the welfare system of China's power enterprises is mostly aimed at the traditional working mode or family mode, the actual needs of employees are rarely considered in the application process. At the same time, due to the lack of corresponding welfare demand survey, it is difficult to meet the needs of different employees, which ultimately makes the welfare cost of enterprises higher, but the incentive effect on employees is not optimistic.
Second, to solve the problem of enterprise compensation management countermeasures
Through the above practical research, we should fully realize the problems existing in the current salary management of electric power enterprises, so it also requires us to innovate constantly and explore effective solutions in the future practical work. According to the author's working experience for many years, it is suggested that in the future development of electric power enterprises, enterprise managers should start with the following links:
(A) a clear concept of modern salary management
At present, the society is in an important period of the development of knowledge economy, and the management of enterprises is gradually moving towards people-oriented management mode. In this context, it has also brought significant changes and influences to the traditional salary management concept. This requires managers of enterprises to fully understand and learn modern salary management theory. In salary management, the most fundamental is the management of labor productivity, that is, the management of labor efficiency. To judge a salary system and strategy, we should not only pay attention to the level of labor costs, but also strengthen the analysis of labor productivity. A successful salary management should ensure that the incentive factors are improved, so as to comprehensively improve the labor efficiency of employees.
(2) Ensure that the external competitiveness of the salary level is guaranteed.
Electric power enterprises should adjust their own salary level and structure with the help of salary survey and adjustment of external market level. Only in this way can the wages of more key posts and technicians be consistent with or exceed the market price, and at the same time, the capital increase of simple operation service posts can be reduced in this work. The development of this work is not only conducive to the realization of internal fairness, but also has a very obvious help to the external competition of enterprise salary.
(C) to strengthen the evaluation system of salary management
First of all, establish a perfect job evaluation system in the process of work, further determine the differences between job analysis, job evaluation and labor, and provide more accurate data information for the differences between salary and income. Although we have established a job evaluation system at present, it is found in the author's actual work that the evaluation system is still lacking in comprehensiveness, so it needs to be improved and strengthened on this issue. Secondly, it is necessary to establish a perfect internal competition mechanism to form post work standards and models more effectively. Finally, a standardized and simple performance appraisal system is established, and the final assessment results are directly included in the important basis of employee training and salary distribution, so as to ensure the formation of a perfect post competition mechanism in practical work and better play the positive role of salary incentive mechanism in the current development of electric power enterprises.
(4) Establish and improve a scientific capital increase mechanism.
Under the premise of determining the total wages and growth rate, enterprises should ensure that the scientific and correct operation is not affected. To set up the salary structure and improve the salary level, it is necessary to ensure that this work conforms to the current social development. At present, the wage system of our enterprise has been reformed by trade unions and workers' congresses, so in the future, we need to ensure that this work passes through trade unions and workers' congresses, and then carry out and implement this work.
Third, the future development trend of enterprise salary management
In the process of this work, we should correctly realize that the current salary is neither a simple salary nor a monetary reward, but contains obvious spiritual incentives, such as a more comfortable and superior working environment, a harmonious working atmosphere, good training opportunities and promotion opportunities. These links need to be fully integrated into the salary management system. Only when internal compensation and external compensation are fully combined, can material rewards and spiritual rewards be developed and implemented more effectively. In the future work, salary and performance work should achieve a more comprehensive and coordinated development. At present, the traditional single distribution mode in enterprises has disappeared, so in the process of combining individual performance with team performance in the future, the industry needs to adjust and update the salary system more comprehensively according to the actual needs of employees and the development of enterprises, so as to create greater economic benefits for employees and enhance the social benefits of enterprises. Long-term motivation of employees. The main purpose of realizing the shareholding system of salary system is to retain key talents and technical personnel, so as to stabilize the workforce more effectively. The main methods of this work are employee stock selection plan, stock appreciation rights or stock options. Transparency of salary system. In the future development of electric power enterprises, to further promote the transparency of the salary system is actually to send a clearer message to employees: the salary system of electric power enterprises must be more transparent, open and fair, and employees with high salaries must make more efforts, so those with low salary system must also have shortcomings in actual work. In this context, enterprises also welcome employees to supervise the fairness of the salary system. If they are dissatisfied with the current salary system, or there are unreasonable places, they are also welcome to put forward their opinions and suggestions in time, so as to improve and optimize the salary management system and further enhance the effectiveness of the salary system.
Four. Concluding remarks
To sum up, on the basis of the continuous improvement of China's market economy, the importance of power enterprises is becoming more and more important. Therefore, in order to better meet the current social demand for electricity, we need to effectively implement the internal salary management of power enterprises in practical work, so as to further ensure the scientificity and effectiveness of this work and lay a good foundation for the construction and development of power enterprises. Therefore, in the practical work in the future, electric power enterprises need to carry out the necessary salary management reform and further improve the salary management, so as to establish a fair and effective salary system, fully meet the needs of the current social development in China, and provide effective help for the sustainable development of electric power work.
References:
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