The existence of an efficient and competitive enterprise salary management system can not only attract more talents in the industry to enter tourism enterprises, but also maintain the working enthusiasm of employees already in enterprises, greatly improve their working enthusiasm, and the development prospects of tourism enterprises will also show a healthy and upward trend. This paper will briefly discuss and analyze the problems existing in the salary management system of tourism enterprises, and put forward constructive opinions and suggestions for tourism enterprises to establish a better salary management system.

Keywords: tourism enterprises; Salary management system; Problems; Countermeasures

Salary management system refers to the salary incentive plan formulated by enterprises according to the requirements of their overall development. Its purpose is to give full play to various salary forms such as salary, bonus and welfare, to stimulate employees' work enthusiasm and cultivate enterprise loyalty. As the most effective incentive means to protect and improve employees' work enthusiasm, salary management system is an indispensable part of modern enterprise management system. Only when enterprise managers stand on the height of enterprise management and systematically understand the positioning, management objects and implementation means of the salary system can they fully grasp the management role played by the salary management system in enterprises. Through the effective salary management system established by enterprises, the long-term interests and short-term interests between enterprises and employees can be combined and restrained, so that tourism enterprises and employees form the same interest body, and "survival and development" becomes the "growth goal" between employees and enterprises.

First, the tourism enterprise salary management system problems

Generally speaking, there should be a corresponding relationship between different positions and levels in an enterprise. As far as other enterprises are concerned, the working levels and professional positions of tourism enterprises are different, and the wage structure is unevenly distributed, which is not reasonable. For example, the bosses of tourism enterprises such as hotels and scenic spots will choose to pay their employees an average salary. This practice is based on the consideration of balancing employees and avoiding employee conflicts caused by excessive gap. But this equalization of distribution not only plays a balancing role, but also greatly attacks the enthusiasm and enthusiasm of employees. On the other hand, employees working in travel agencies, travel e-commerce and other tourism enterprises show the other extreme. The excessive wage gap between employees in tourism enterprises is not conducive to the stability and development of this type of tourism enterprises. In addition, according to the survey results, the salary level of senior employees of most domestic tourism enterprises also stays in a low position. This situation is common in some tourism enterprises with outstanding business performance. These phenomena make us worry about the current situation of the salary management system of tourism enterprises, and also cause us to think about the problems behind this phenomenon.

1. The salary design of tourism enterprises lacks scientific consideration.

The wage structure of most tourism enterprises is single or vague. Salary is the recognition, feedback and material performance of employees on their internal performance. The key factors that determine the salary level should include: job responsibilities, degree of effort, specific requirements of the job, qualifications, working environment and security, and performance evaluation results. In addition, enterprise welfare, social insurance requirements and training requirements are also important components of the salary management system. This also shows that the pursuit of employee compensation is not completely rigid. Therefore, most tourism enterprises do not have a perfect salary plan and budget payment, but just copy the immature salary management model adopted by most companies at will, and their salary has not played its due role in stimulating employees' work enthusiasm. This practice eventually leads to internal contradictions in tourism enterprises, resulting in serious brain drain in enterprises and even industries.

2. The salary system of tourism enterprises ignores the powerful incentive function of spiritual value.

If an enterprise wants to develop in a long-term, healthy and sustainable way, it must pay close attention to the psychological changes of employees and understand their psychological demands in time. We should not only meet the material conditions, but also be comfortable at the spiritual level. If an enterprise ignores the spiritual incentive mechanism of employees and only pays attention to material aspects, it will make employees feel less satisfied and sublimated in personality, which will eventually lead to serious brain drain. In fact, in many tourism enterprises, excellent employees leave not because they have no money, but because they think their spiritual level has not been satisfied and their personality has not been recognized by the corresponding value.

3. The salary system of tourism enterprises is not competitive, and the phenomenon of employee job-hopping is common.

If an enterprise wants to attract outstanding industry elites, it will be more competitive if its salary system is more reasonable than other enterprises in the industry. If employees of tourism enterprises find that their salary management system is not competitive compared with other enterprises, they will choose to quit to other enterprises to a great extent. This is an important reason why excellent employees of tourism enterprises keep changing jobs. However, in the face of frequent job-hopping employees, the constant replacement of post personnel, the training cost of enterprises has risen, which greatly wastes resources.

Second, some suggestions on the compensation mechanism of tourism enterprises

1. To determine a reasonable salary level, tourism enterprises should analyze their salary structure, bonus and welfare distribution according to the relevance and differences between regions and all walks of life. Referring to the salary level in the industry, on this basis, make adjustments that are in line with the tourism enterprises themselves. Make the salary payment of enterprises more reasonable and flexible.

2. Establish an effective spiritual incentive mechanism and salary system. The tourism industry belongs to the service industry, and it is particularly important to establish a "spiritual incentive mechanism" among employees in this industry. Paying more attention to the living conditions of employees, carrying out outdoor activities and group tours are all effective methods of spiritual incentive mechanism. Through these means, employees can feel more deeply the care and warmth from within the enterprise and form loyalty to the enterprise.

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