Enterprise salary management research paper model essay 1: enterprise salary management research abstract: salary is one of the most important parts in an enterprise, and it is also the most concerned issue for employees and managers. A perfect salary system can help enterprises attract talents and motivate employees to work better for enterprises, thus improving the competitiveness of enterprises.
Keywords: enterprise development; Salary management; Research countermeasures
Salary is related to employees, and the salary system of an enterprise has an important influence on employees' behavior and attitude, which is an important factor to motivate employees to create better value for the enterprise. Salary management plays an important role in enterprise development. This paper expounds the formulation and management of enterprise salary.
First, the principle of enterprise salary management
Perfect salary management is based on the principle of fairness. The so-called fairness here has both internal fairness and external fairness. Equity within an enterprise means that employees' salary reward should be in direct proportion to their contribution to the enterprise, that is, the greater their contribution to the enterprise, the higher their salary should be, and the resulting salary difference also plays an important role in encouraging employees to work better and contribute to the enterprise. External fairness means that employees with the same knowledge level and skills experience should be basically the same in seeking common ground while reserving differences in the same field or industry or region where the enterprise is located. In order to ensure the fairness of enterprise salary management, enterprise management should not only establish a unified and standardized system, but also pay attention to the creative ability of employees, provide a development platform for employees, and create a working environment with fair competition and clear rewards and punishments, so as to better attract talents for enterprises and stabilize the workforce.
Second, the problems existing in enterprise salary management
The existing enterprise salary management often has the following problems.
1. The flexibility of salary management is poor. At present, many enterprises in China have not yet formed a reasonable salary management system, with backward management methods and poor flexibility. The salary standard of employees is mainly based on past experience or blindly according to the position, without considering the ability and development prospects of employees. So employees can't judge their own value according to their income. In addition, the workload of employees has little to do with wages, and performance is not directly linked to corporate profits. Therefore, the fluctuation of employees' wages is small, which does not play an incentive role. In the increasingly competitive economic market, it is easy to cause adverse effects such as brain drain and employee dissatisfaction, and reduce the competitiveness of enterprises.
2. Compensation management lacks fairness. Establishing the relationship between salary and performance is the basis of scientific salary management, but some enterprises often determine employees' salary only according to their length of service, education, professional title and position, rather than taking employees' work content and contribution as the main consideration. It can be seen that this is far from the performance distribution principle of getting more for more work, so the salary of employees often stays at? Cauldron rice? Degree, leading to unfair salary management, but also the main reason for employee dissatisfaction.
Third, the enterprise salary management countermeasures
With the rapid development of China's economy, enterprises have mushroomed. On the one hand, they meet people's needs and provide convenience for their lives. On the other hand, the rapid growth and rise of enterprises has also promoted social development, provided a large number of jobs, eased the pressure of social employment, and indirectly promoted the national economic development. Due to the large number of existing enterprises and great competitiveness, the development of enterprises is often limited in terms of capital and scale. Therefore, many enterprises are facing the severe challenge of brain drain or employee dissatisfaction.
1. Improve the competitiveness of salary management. The salary level of an enterprise is the main factor that affects its advantage in the market competition. Enterprises should regularly know the demand for talents in their own regions and fields and the average salary in the labor market, especially the salary level of competitive enterprises, so as to adjust the salary of employees in time and ensure the competitiveness of enterprises. In addition, enterprise managers should abandon the idea of subjective identification, objectively judge the ability of employees and formulate corresponding salary incentive system, so as to stabilize the construction of employees, improve the competitiveness of enterprises and promote the development of enterprises.
2. Optimize the performance appraisal system. Performance appraisal can not only judge the ability of employees, but also motivate employees to make better contributions to the enterprise. Formulating and perfecting a scientific performance appraisal system is the need to improve the quality and ability of employees, and it is also an important factor to increase the competitiveness of enterprises. In the assessment, not only should it be linked with the education, professional title and length of service of employees, but also the potential and contribution of employees themselves should be fully considered. Cauldron rice? The appearance of this phenomenon actively provides a platform for the development of employees. To sum up, the research on compensation management in China is less and started late. At present, the salary system management of many enterprises can't adapt to the changes of the current business environment and labor market, and has not kept pace with the times. With the development of China's economy, the salary management of enterprises should pay more attention to the ideological changes of employees, provide a platform for the development of employees, reform the salary management model and method system, and better promote the development of the country and the progress of enterprises. Based on the actual situation in China, this paper first studies the principles of enterprise salary management, focuses on the problems existing in enterprise salary management, and puts forward the salary management countermeasures suitable for the development of enterprises in China, which provides a theoretical basis for the salary management of enterprises in China.
refer to
[1] Wang Hai, Zeng. Research on the Problems and Countermeasures of Salary Management in Small and Medium-sized Enterprises [J]. Technology and Market, 20 13(2)
Enterprise Salary Management Research Paper Mode 2: Research on Talent Incentive and Salary Management Abstract: In today's high-speed economic development, talent competition among enterprises has become the key to competition among enterprises. Only by giving full play to their talent advantages can enterprises be in an advantageous position in the competition. Only by establishing a reasonable and standardized talent incentive and salary management mechanism can the enthusiasm and creativity of employees be fully mobilized. Based on the current situation of Chinese enterprises, this paper summarizes the effective ways and measures of talent incentive and salary management in enterprises.
Keywords: talent incentive compensation management
Nowadays, improving the talent competitiveness of enterprises has become the core competitiveness of enterprises. Only comprehensive talents with high quality and strong creativity can inject new vitality into enterprises. In today's human resources field, human resources are the most important and precious resources. Paying attention to and constantly improving the talent incentive and salary management mechanism is of dual significance to enterprises, which can not only improve the comprehensive competitiveness of enterprises, but also promote talents to find a suitable development platform.
First, China's enterprise talent incentive and salary management status and problems
In recent years, in the latest period of the rapid development of market economy, under the background of macro-control, the management model and business model of enterprises have been constantly impacted and the competition is fierce. In order to improve the development speed of enterprises and strive for better performance, enterprises must pay more attention to teamwork and improve their overall comprehensive quality and ability. How to motivate employees to participate in their daily work and improve their work enthusiasm has become the key to the development of enterprises. Today, with the rapid development of knowledge economy, enterprises must improve their comprehensive management ability, innovate their thinking, learn and draw lessons from the management experience of international excellent enterprises, and at the same time establish a set of perfect enterprise talent incentive and salary management methods in combination with their own development status, so as to realize the prosperity and development of enterprises under this guidance. At present, most enterprises in China have obvious situations that employees are not motivated, not serious enough and lazy. The main reason is that the enterprise fails to establish a reasonable and perfect corporate culture, which makes the overall competitiveness of the enterprise obviously insufficient and fails to give full play to the vitality and creativity of young employees. At the same time, the enterprise management is not humanized enough, the cohesion of the enterprise itself is insufficient, and there are many young people in the enterprise, so there are many young people with energy and fighting spirit, mainly because the enterprise management mode is rigid, and the work results created by employees through their own efforts and independent thinking are not recognized and respected, thus lacking creative enthusiasm and affecting the development of the enterprise. If the enterprise's cultural construction can't meet the needs of employees' development, it is difficult for employees to have a strong sense of belonging, and the core cohesion of enterprises can't be improved, which will lead to frequent job-hopping of employees, which is not conducive to the progress and development of enterprises. At present, there are many misunderstandings in the enterprise's talent incentive and talent management, mainly in the following aspects:
1. Education is paramount, and diploma is the mainstay.
Nowadays, many enterprises attach too much importance to diplomas and academic qualifications, which limits the conditions for recruitment. But practice fully shows that what enterprises need is a truly competent and capable comprehensive talents. Of course, academic qualifications and diplomas are important, but they are not the only criteria. The personnel department of an enterprise should consider candidates from various aspects, realize the double screening of talents' academic qualifications and comprehensive ability, and comprehensively judge whether talents can be given more study and promotion space in combination with actual job requirements and salary, and select talents in various aspects and with multiple standards.
2. Pay attention to talent introduction and ignore internal training.
In the development process of enterprises, there is often a shortage of talents, and it is difficult to recruit suitable talents. They just want to attract competitors through high salary and high quality treatment. However, enterprises lack training and pay insufficient attention to their excellent and potential employees. This situation is very unfavorable to the development of enterprises. The loss of original talents, the stagnation of the overall quality of employees and the unreasonable development and utilization of internal talents are serious loopholes in enterprise management. Only by cultivating internal talents and cooperating with external talents can we prepare talents for the development of enterprises.
3. Enterprises' subjective understanding of talents.
The fixed problem in enterprise development has a long history, and the leadership style and attitude of enterprise management also have a great influence on talent training. If young employees have their own unique views, they will put forward personal suggestions and opinions on the enterprise or work. If leaders simply think that this is distrust and disobedience to leaders, misinterpret the reasonable opinions of talents into? Not gregarious? Or there are many problems, which will make employees and talents with personal thoughts have a low sense of corporate identity and no sense of corporate belonging, thus affecting the subjective initiative of talents, which is unfavorable to the development of enterprises in the long run.
Second, the methods and significance of enterprise talent incentive and salary management
1. Specific measures and significance of enterprise talent incentive.
The theoretical analysis of modern enterprise management shows that the core of competition in the new era is the competition of talents. No matter between countries or enterprises, only with excellent talents can we win in the fierce competition. Human resources are the core resources of enterprise development, and enterprise development should be people-oriented, respect the individualized development of talents, give full play to the creative advantages of talents, and realize the specific goals of enterprise development. In the process of development, enterprises should gradually establish scientific and perfect talent management methods, which can attract, motivate and retain outstanding talents and achieve long-term and stable development. The implementation and promotion of this talent incentive mode is an important institutional guarantee for enterprises to make full use of talent resources and play an effective role, and can make great contributions to talent management. Only by establishing a rich, flexible and independent enterprise talent incentive system according to the actual situation of its own development can enterprises make new progress in talent management. Talent motivation, as its name implies, is to realize the understanding, trust and mutual promotion between enterprise managers and employees. Leaders can keep abreast of employees' needs and suggestions and listen rationally. On the basis of knowing and understanding employees, we should take corresponding measures and take positive and targeted incentives and encouragement measures to stimulate employees' work enthusiasm and their own potential. Take various incentives such as material rewards or spiritual encouragement, fully meet the reasonable demands of employees, implement performance rewards, actively reward and praise employees who have performed well and put forward creative opinions, and get rewards and remuneration according to their contributions and personal abilities to mobilize their enthusiasm and creativity. Using environmental incentives is also an important means for enterprises to realize talent incentives. Environmental incentive is actually an incentive way for corporate culture to play its role. Corporate culture plays an important guiding role in employees' thoughts and behaviors. Excellent corporate culture can play an important role in forming a harmonious and upward competitive environment for enterprises, so that employees can identify with and love their work, consciously abide by the requirements of enterprise rules and regulations, and actively participate in enterprise construction.
2. The specific methods and significance of enterprise salary management.
In the final analysis, employee compensation is a reward for employees' contribution, recognition of employees' work and an important embodiment of the market value of talents. Salary incentive is one of the important ways to encourage talents in enterprises, which is obvious and intuitive. Managers of enterprises must realize the significance and role of salary in motivating employees, and on this basis, they can give full play to the role of salary in enterprises, recognize and give back talents, so as to realize the healthy and sustainable development of enterprises. There are many scientific management methods for enterprises to realize salary management, such as the combination of performance results and employee salary management, which can actively realize the role of talent incentive. Different salary management strategies are adopted for different classes, and middle and senior managers are rewarded layer by layer according to specific management performance and overall performance level. For front-line producers, the focus of salary management is mainly to pay attention to fairness and reasonableness, pay for performance, get more for more work, and comprehensively consider according to product quality and qualified rate. Enterprises can realize basic salary commission according to their own reality: different needs and different choices. The basic salary is to ensure the basic life of employees, realize the stability of employees, give people a sense of security and belonging, reduce the large number of employees' mobility, and correspondingly cooperate with employee performance appraisal measures to prevent employees from being lazy and sloppy in their work and improve their enthusiasm and sense of urgency in learning. On the basis of ensuring basic performance, employees actively strive for performance commission and encourage more work and more pay. An important example of reasonable salary management method is the sales industry. In sales work, reasonable salary and reward mechanism is an important way to realize employees' active thinking and actively study how to create performance. Salespeople will consider their income in the company through comparison, which will stimulate the enthusiasm of salespeople for a larger income gap, and it is also an important means for the company to consider the working conditions and working attitudes of employees in the current situation of large salary difference. Reasonable and standardized salary management system can also improve the sense of identity and work attention of newcomers in enterprises, and promote enterprise progress with talents.
Third, the conclusion
The cultivation of enterprise talent team is an important means to improve the core competitiveness of enterprises, and it is also the key to enterprise development. Only by fully analyzing the current situation of talent incentive and salary management in Chinese enterprises and summarizing the existing problems can we find a reasonable way to stimulate talent development and improve the soft power of enterprises. Enterprises should establish a harmonious and fair competition platform, give more attention to talents and more room for development, and guide and train talents to make continuous progress in their work, which has become an important talent motivation for enterprise development.
References:
[1] Liu Zhe. Enterprise Performance Management and Salary Management System Design [J]. Su Yan Science and Technology, 2013,03: 34-35+39.
[2] Chen Daiyou. Enterprise Talent Incentive and Salary Management [J]. Enterprise Reform and Management, 20 14, 23:63-64.