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Real Estate Salary Management —— On the Salary Management of State-owned Real Estate Enterprises
Taking a state-owned real estate enterprise as an example, this paper discusses the influencing factors and design process of the salary system of real estate enterprises in order to provide some reference for the practice of human resource management of state-owned real estate enterprises.
Keywords state-owned real estate enterprises; Salary management; explore
According to relevant reports, salary satisfaction is a more important factor among many reasons for employees of state-owned real estate enterprises to quit their jobs. It is of great significance to study salary satisfaction and put forward suggestions on salary management optimization on this basis.
First, the definition of the concept of compensation management
The concept of salary management with the development of practice, the theory of salary management is also developing. In recent years, the concept and idea of salary management have changed greatly, and salary management has become one of the important components of enterprise strategy. Generally speaking, enterprise salary management mainly refers to the dynamic management process of determining, allocating and adjusting the principle of employee salary payment, salary strategy, salary level, salary structure and salary composition under the guidance of organizational development strategy.
Second, the factors that affect the salary formulation of state-owned real estate enterprises
internal factor
1, the influence of organizational culture
The corporate culture of state-owned real estate has a very important influence on the establishment of the salary system, and the salary system of enterprises also reacts on the corporate culture. A good salary management system is conducive to the creation and long-term cultivation of excellent corporate culture.
2, the influence of enterprise strategy
In different operating periods, real estate enterprises will adjust their salary system accordingly because of implementing different development strategies. For example, when the state-owned real estate enterprises are still in the development stage, as a professional real estate company, its staff composition is linear, and the salary structure and incentive scheme are relatively simple and direct; When the enterprise grows into a comprehensive state-owned real estate company, the business scope of the enterprise may cover real estate development, hotel management, house leasing and so on. The employee structure is more complex, and the corresponding employee salary structure is complex, so as to meet the needs of enterprises for talents at all levels and in all professions.
3. Ability to pay
The influence of payment ability on the salary system of state-owned real estate enterprises is mainly reflected in short-term incentives and long-term salaries. Short-term incentive means that when the enterprise is in a period of rapid development and good business performance, at this time, the enterprise will consider increasing the reward for employees or taking other incentive measures to improve the subjective initiative of employees; When the enterprise is depressed and its business performance declines, the enterprise will take measures such as reducing the reward for employees or adjusting working hours to tide over the difficulties. Long-term incentive means that enterprises with strong profitability in the market are often more willing to pay more than the industry average, while enterprises with poor management ability are often lower than the industry average.
(2) External factors
1, the impact of the cost of living
Due to different regions and different living costs, it has a great influence on the formulation of employee compensation system in state-owned real estate enterprises. For example, for enterprises in economically developed areas, due to the high cost of living, it is difficult to attract employees with lower wages, and the mobility of employees is also great; For enterprises in economically underdeveloped areas, if real estate enterprises blindly raise the wage level, it will only increase the labor cost of enterprises.
2, the influence of policies and regulations
Most countries have formulated policies and regulations to make corresponding provisions on the payment of employees' wages by enterprises. For example, in many countries, the minimum wage level of employees has been stipulated to safeguard the legitimate rights and interests of workers, and the minimum wage standard of employees has been adjusted accordingly in different regions where enterprises are located. At the same time, the policies and regulations related to gender discrimination and equal pay for equal work also have a great influence on the salary system of enterprises.
3, the influence of talent supply
Because of the different talent supply in different regions and industries, it has a great influence on the formulation of the salary system of state-owned real estate enterprises. For example, in areas with insufficient supply of talents, the imbalance between supply and demand of labor will intensify the competition for talents in local industries, making enterprises have to formulate a more attractive salary system to recruit the needed talents.
4, the influence of other factors
Factors such as the distance and location of traffic will also have an impact on the salary system of state-owned real estate enterprises. For example, for state-owned real estate enterprises in areas with inconvenient transportation or far away from cities, transportation allowances are often formulated to attract employees. When state-owned real estate enterprises require employees to work in other cities, they often give employees relevant subsidies to make up for their loss of life.
Third, the salary system design of state-owned real estate enterprises
(A) the design principles of the salary system
When designing a job evaluation system for real estate companies, based on the job content and its value contribution to the organization, the job responsibilities and job intensity are scientifically evaluated, so as to determine the relative value between jobs. In addition to adhering to the general management principles of salary design, such as fairness, strategic orientation, incentive, competitiveness, economy, legitimacy and transparency, we should also follow the following aspects: First, we should pay attention to things rather than people. Second, the principle of consistency. The third is the principle that evaluation factors do not overlap and important indicators are not omitted. Fourth, the principle of feedback participation. Fifth, the principle of independence.
(B) Salary post analysis
Job analysis is the basis of job evaluation, and job analysis is a detailed description of the main responsibilities, work content, work scope and output of a job. A company made a comprehensive analysis of all the existing posts, revised the job description of the original post, and re-compiled a new job description. Combined with the company's strategic positioning, the company divides the current position into five levels: administration, sales, technology, specialty and affairs.
(C) post salary design
1, salary design of senior managers
(1) basic annual salary. The basic annual salary is no longer regarded as the main income of executives, but provides basic guarantee for the life of operators, and the salary is fixed on a monthly basis according to post assessment. As a short-term incentive, the year-end bonus is based on the annual business performance and personal performance of the enterprise. This form of bonus is a separate reward for the completion of the annual business objectives, and it is an additional reward.
(2) Performance pay. Taking performance pay as the most important part of executive compensation aims to stimulate the enthusiasm of executives and improve their work performance. Assessment indicators mainly include four dimensions, namely, market, profit, enterprise construction and customer service.
(3) year-end award. According to the annual business objectives set by the company and the actual completion of the task book issued by the board of directors, return on total assets reflects the business ability of the enterprise, and the rate of capital preservation and appreciation prevents excessive profit distribution. Regarding turnover rate and cost profit rate, the management efficiency level, land reserve rate and real estate market share growth rate are evaluated for human and capital management to measure the long-term development of enterprises.
(4) Long-term incentives. When conditions permit, use stock options as incentives. At present, 70% of the annual equity dividend can be deposited into the personal annuity account according to the service years and company benefits. Open an account with my ID card, and the password is controlled by the company. The two sides agreed on a certain period of time, and the remaining 30% was paid to me that year.
(5) welfare. Basic benefits need to participate in social security, and executives can also choose one or two of them to enjoy in the current year according to the welfare package. Such as paid travel, car subsidies, car subsidies, education subsidies, child care and so on.
2, marketing staff salary design
The basic salary is adjusted by the company according to different development stages and economic benefits. Sales commission includes 80% hard indicators (sales volume, etc.). ) and 20% soft indicators.
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[6] Yong Yang. Research on Improvement of Incentive Mechanism for Core Employees of Changsha Mengzeyuan Real Estate Company [D]. Hunan University, 2009
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