Based on the investigation of the current salary system, structure, welfare policy, fairness, incentive satisfaction and salary reform, this paper puts forward corresponding analysis and suggestions for the reference of relevant departments.

Keywords: salary system, employee satisfaction questionnaire survey

In order to understand the salary values, psychological orientation and understanding of the distribution law of employees in the company, a questionnaire survey was conducted on the salary satisfaction of 300 employees in the unit. It involves 40 issues such as the company's current salary system, structure, welfare policy, fairness, incentive satisfaction and salary reform. 1 1. The questionnaire design is mainly single-choice questions, supplemented by a few multiple-choice questions and open-ended questions. Among the 300 employees who participated in the questionnaire survey, there were 39 middle-level managers in subordinate units, 96 general managers and 0/65 production personnel.

1. Overall feeling about the current salary system

From the survey results, the overall satisfaction with the current salary system is low, only 4% people are very satisfied, and 35% people are not satisfied and very dissatisfied. In addition, the survey results from the three latitudes of fairness, motivation and talent attraction also show that very dissatisfied ones approach or reach 10%, and the satisfaction of each latitude is low, with less than 8% being very satisfied. Generally speaking, a perfect salary system should be recognized by more than 60% employees. The satisfaction survey shows that there are some problems in the current salary system, so it is necessary to redesign the salary system.

2. Respond to the satisfaction of the salary factors reflected in the current salary system.

Employees are dissatisfied with all kinds of salary factors reflected in the current salary system, accounting for 35%-465,438+0% and only 65,438+04%-30% respectively, which reflects that the salary system of our bank takes job grade as the main salary factor, lacks assessment and bonus solidification, and ignores the difference between job value and personal skills.

3. Satisfaction with the current salary structure

The survey results show that only 33% of employees are satisfied with the current salary structure, which shows that there is a problem with the current salary structure based on position level. The satisfaction of managers, production staff and middle-level managers are 27%, 67% and 56% respectively, which shows that people at different levels have contradictions about the size of the salary grade gap, indicating that it is necessary to objectively reflect the difference in job value through standardized and reasonable job evaluation in order to gain the recognition of most employees.

4. Attitude towards the current welfare policy

Very satisfied accounts for 28%, and relatively satisfied accounts for 46%. It can be seen that employees are highly satisfied with the welfare policy, which is consistent with the continuation of the high welfare level of state-owned enterprises by enterprises. Mainly because enterprises provide employees with various allowances, including transportation allowance, holiday allowance or in kind, housing allowance, shopping allowance, children's education allowance, etc. Services, including shuttle bus, work clothes, physical exercise facilities, entertainment facilities, group tours, canteens and sanitary facilities, holiday condolences.

5. Feelings about the current sense of pay equity

The survey results show that 42% of employees think that their pay and return are asymmetric (which can be understood as paying more and returning less), indicating that there are many problems in the internal fairness of compensation. 39% employees are dissatisfied with the relative fairness of salary. According to the fairness theory, if measures are not taken in time for this phenomenon, once employees feel unfair, they will often take actions to correct this situation, which will have a negative impact on enterprises.

Employees' satisfaction with the return of seniority is high, which is related to the fact that many salary items in the current salary structure can reflect the length of service. Compared with income, the satisfaction of personal skills is low, especially for young employees with high academic qualifications. It can be seen that the current skill salary is mainly linked to the working years, there is no reasonable skill evaluation system, and the improvement of personal skills is not reflected in the salary. Employees are not satisfied with the ratio of work to income, or there is no objective job evaluation.

6. Treatment orientation of salary factors

According to the survey results of the frequency and total ordinal number of employees at all levels, post value and personal performance are the most important factors in paying salaries, followed by skills and qualifications, which means that post management and performance management will be the difficult issues and the key to success or failure of salary reform. In addition, employees pay more attention to qualifications, which also reflects the culture of state-owned enterprises recognizing and accumulating contributions, and should also be paid attention to.

7. Attitude towards wage reform

95% of middle managers agree with salary reform, 865,438+0% of general managers and 68% of production workers agree with salary reform. Generally speaking, employees support salary reform, but due to different management, employees have different attitudes, which shows that grassroots employees are worried about the uncertainty of reform and think that reform may affect their vested interests. This requires that in the salary reform, on the one hand, we should publicize the purpose and significance of the reform in place and form a common vision among all employees; On the other hand, we should consider the interests of the most basic employees and the disadvantaged groups in the competition.

8. Conception of wage structure and level after reform.

In the proportion of fixed part and floating part of income, most employees think that the fixed part should not be less than the floating part, which is related to the fact that most positions in the company are engaged in normative work. On the issue of income gap, middle managers have different views from general managers and production personnel. Employees with high positions are more willing to widen the income gap, while ordinary employees are the opposite. Therefore, it is necessary to establish an index system that can reflect the post value of employees at different levels, objectively reflect the relative value of posts, and obtain external relevant information through salary survey.

9. Competitive elimination mechanism

More than 75% of employees agree with the establishment of competitive elimination mechanism, and 82% of employees agree with different positions and different salaries, which shows that employees have good work motivation, think that the survival of the fittest is normal, and are psychologically prepared to bear pressure. The post competition system implemented by enterprises in recent years has been widely recognized by employees.

10. attitude towards job analysis, job evaluation and competition for posts

More than 80% of employees agree with job analysis and job evaluation, which reflects that employees hope to reflect their job value through job evaluation and set their salary according to their posts. At the same time, 87% of employees think it is very necessary to compete for posts in the salary reform, and it is absolutely necessary not to continue the past salary adjustment and full-time reform, but to reform the employment mechanism at the same time in the salary reform, and to implement competitive posts to give employees enough choice space.

1 1. Attitude towards salary increase

There are some differences between middle managers and general managers and production personnel. The former puts promotion in the first place, while the latter puts personal performance in the first place. However, employees generally believe that job promotion, excellent performance, skill upgrading and service years should be the main factors to improve salary, which is consistent with employees' attitude towards salary factors. Therefore, in the design of salary system, we can't ignore the establishment of salary supporting systems such as post promotion mechanism, performance-related salary mechanism, skill upgrading and reward mechanism.

According to the above investigation and analysis results, enterprises should base on the guiding principle of multi-year distribution, determine basic salary and post salary according to posts, determine annual performance salary and accumulated contribution salary according to working years, and determine bonus level according to their own affordability. A reasonable salary system with high employee satisfaction is the basis for the stable development of enterprises.

References:

[1] Liu,,, Research on modern enterprise salary design, economist, May 2004.

[2] Sun Meng, Shi Bin, on the salary system reform of state-owned enterprises, Time Finance, 2008.9.

[3] Chen Xiaoqin, Research on Employee Pay Satisfaction, Modern Commerce, 2008.2.

The above information is for reference only!