Salary management is one of the sensitive tasks of enterprise human resources department, which is very important for the normal operation of enterprises. Once the salary system goes wrong, it will not only bring a lot of trouble to the enterprise, but even make the operation of the enterprise fail. Influenced by the traditional salary management, there are still few achievements in the salary management of Chinese enterprises.

First, the compensation system is decoupled or misplaced from the business strategy of the enterprise.

Different corporate strategies should also have different compensation strategies. Enterprises have different salary systems at different stages of development. From the ideal of human resource management, it is still far from the enterprise strategy. Many enterprises still only regard human resource management as administrative logistics. Even if some enterprises set up human resources departments, they did not really implement the idea of human resources management, and lacked the perceptual deepening orientation of human resources in the whole operation system of the company. When enterprises enter different stages of development, the salary strategy should be changed accordingly. Most human resource managers of enterprises are not authorized to make appropriate adjustments to employees' salaries. Salary management has not been fully supported by the top decision makers of enterprises, which leads to the dislocation of salary system and business strategy.

Second, the salary design and management do not conform to the guidelines, which is very arbitrary.

The design of salary system must meet three standards, namely, internal competitiveness, external fairness and group fairness. At present, when designing the salary system, many enterprises in our country can't accurately obtain the overall market situation, and the collected information lacks authenticity and reliability, and the salary level really lacks weak market data support. Secondly, there is a lack of superstitious job evaluation system. Enterprises determine jobs and salary grades through job evaluation, but it is easily influenced by managers in practice. Due to different levels of guidance, some posts are set at a high level, while others are set at a low level. Some enterprises only use complex ranking methods to rank, classify and file positions of the same level and category, and do not blindly evaluate positions, which leads to unfair external remuneration of enterprises.

Third, consciously use the salary disclosure system to form unnecessary troubles and achievements.

The open salary system is not a new thing, which avoids employees' conscious comparison behavior in salary to a certain extent and is conducive to the sensitivity and flexibility of company salary adjustment. But in practice, this system can't achieve the expected effect. First, employees are driven by curiosity to inquire around, which leads to mutual speculation and destruction among employees, so the dense salary system exists in name only. Second, the fairness of salary is not only reflected in the degree of hard work, but also in /article.asp? ID=32957 Compared with others, I graduated from paper net. Secret salary system can not effectively motivate employees' enthusiasm for tasks. Third, the intensive salary system is not conducive to carrying out various activities to improve consumption efficiency and enthusiasm. The salary system should be underground. Encouraged and supported by the salary system, it has the function of guidance and communication, which is conducive to eliminating the improvement of employee relations and easily gaining the support and trust of employees.