The core of enterprise human resource management is salary management. When enterprises carry out salary management, adopting a scientific and reasonable salary system to manage their related work can effectively mobilize the enthusiasm of employees, and then provide more outstanding talents for the sustainable development of enterprises. However, if the enterprise's salary system is unscientific, it will have a certain impact on the enthusiasm of employees, leading to the loss of a large number of outstanding talents and hindering the development of related work. Therefore, if an enterprise wants to develop healthily and stably, it must design and apply its salary management system reasonably.
On the Importance of Salary Management in 1 Enterprise Management
1. 1 Enterprise compensation management can maintain the relationship between enterprises and employees.
The reason why employees work for enterprises is mainly because they have signed corresponding labor contracts with enterprises, that is, employees work for enterprises, and enterprises pay certain remuneration to employees. Salary management is the intermediary and link between employees and enterprises. If the enterprise's salary management can't meet the needs of employees, then employees won't work for the enterprise, and if the employees' work and labor can't meet the requirements of the enterprise, the enterprise won't pay the employees accordingly. Salary management in enterprise management is mainly the hub to maintain the development and survival of employees and enterprises, which has great influence on enterprise salary management [1].
1.2 The salary management of enterprises also has a certain incentive effect.
Incentive is the core and goal of enterprise salary management. Enterprises can use salary incentives to retain and attract more outstanding talents. At the same time, enterprises can stimulate employees' work passion according to salary, so that employees can get greater satisfaction and work harder. In addition, a scientific and reasonable salary management mechanism can encourage employees to make continuous progress and development towards the expected goals and directions of the enterprise, so as to realize the development and strategic goals of the enterprise [2].
1.3 The salary management of an enterprise is the most important basis for judging the personal value of employees.
In the salary management of enterprises, the implementation of effective salary management can better reflect the personal value of employees. If the enterprise gives employees a raise and promotion, it means that their personal values have been recognized by the enterprise, and it can also mean that their work ability and personal ability are excellent. On the contrary, it proves that enterprises do not agree with the value of employees, and it can also prove that employees' working ability is not very good. Therefore, employees can judge their own value and evaluate their work ability through corresponding salary management.
2. Analyze the related problems existing in enterprise salary management.
2. 1 The salary management theory in enterprise management is relatively backward.
At present, many enterprises do not have a correct and scientific understanding of the specific meaning of salary management, but only regard salary as wages, benefits and bonuses and blindly pursue material rewards. Some enterprises don't even have a standardized job description, and they have never made a corresponding evaluation of the position, which makes it difficult to carry out salary management in this case [3].
2.2 The salary level of enterprises is generally low.
Enterprises must fully understand the main value of human resource management when carrying out salary management. However, in the human resource management of many domestic enterprises, managers and managers almost ignore the salary level of enterprises. The effectiveness of most decision-making behaviors of enterprises will not be revealed until several years later. If enterprises lack long-term incentives, some short-term behaviors of managers will harm the interests of investors. Because of the low salary level of enterprises, it has affected the development of enterprises for a long time. Although the salary level of enterprises has changed after continuous development, the salary level of some enterprises is still low, especially the salary of key technical backbones of enterprises is obviously lower than the market, and they still lack effective competitiveness abroad, which leads to the gradual loss of enterprise managers and technical backbones. The lack of market competitiveness of enterprise salary is also the most critical factor leading to brain drain, which in turn leads to more and more serious waste of human resources in enterprises [4].
2.3 The enterprise salary system lacks scientificity.
The salary system in enterprise salary management is mainly a system in which enterprises classify all kinds of salaries according to their accuracy, complexity, severity, responsibility and working conditions, and determine their salary standards according to their grades. Many domestic enterprises, whether private or state-owned, design their own salary levels according to some strict bureaucratic levels, and the basic salary is usually determined according to the administrative level [5]. Therefore, under the influence of this background, the length of service, administrative position, professional title, education and other factors will affect the salary level of employees. The salary increase of enterprise employees is generally determined according to the change of their own enterprise status, not according to the improvement of their business level. If a person is in a low-level position for a long time, no matter how excellent and capable his work is, his salary can't be too high, which will seriously affect the enthusiasm of employees.
2.4 Employee benefits are relatively simple and lack of innovation.
Non-economic rewards in enterprise employee welfare mainly include challenging work, participation in decision-making, employment security, learning and progress opportunities, and employee value realization. Economic reward is a reward for employees' labor, but non-economic reward is an encouragement and care for employees' spirit. In China, the employee benefits of many enterprises still remain in the traditional benefits, such as overtime pay, medical insurance, child care subsidies, housing subsidies and so on. , the lack of some humanized benefits [6].
2.5 Enterprise performance appraisal is out of touch with salary.
In the performance appraisal of enterprises, performance appraisal is seriously out of touch with salary, and the incentive effect of enterprise salary is not obvious. The situation of seniority is also more serious. The salary of an employee is usually linked to the length of service, education, position, etc. However, it seems that it has little to do with personal performance, which leads to the lack of relevant systems for performance appraisal. In addition, employees' own business ability, technology and specific labor contribution assessment indicators are relatively few, and most of them belong to soft indicators, such as attending meetings, factory discipline, factory rules and regulations, etc. , leading to enterprise assessment work become a mere formality. The most important factor leading to employee turnover is the lack of effective long-term incentive system in enterprises, and the failure of enterprises to evaluate, analyze and measure the specific achievements of employees' work, which in turn leads to the failure of effective protection of employees' labor achievements and the loss of employees' work enthusiasm, which affects the operation and development of enterprises.
3. Take measures to improve the existing problems in enterprise salary management under the new situation.
3. 1 Enterprises should innovate salary management theory.
In the process of salary management, enterprises should adopt scientific and reasonable salary theory, and organically combine practice and theory according to the specific situation and related characteristics of enterprises. The salary management of enterprises not only needs scientific means to manage, but also needs corresponding artistic management. At the same time, salary management must obey the relevant business strategy and human resource management policies. The key is that compensation management must be able to support corporate culture and its business strategy. Only by persisting in continuous innovation, continuous improvement and advancing with the times can we effectively play the specific role of salary management in human resource development and management, so that the role of salary management in enterprises is mainly a means and tool to serve the strategic objectives of enterprises.
3.2 Enterprises should constantly improve the corresponding salary growth mechanism.
In the process of determining the wage growth rate and total wages of enterprises, we must attach importance to the scientific and normative operation. Enterprises can investigate the corresponding salary mechanism, obtain the salary level and salary structure information of enterprises in related industries, analyze social development and labor ability, and then formulate the corresponding salary increase system. Enterprises should establish a mechanism for evaluating individual skills, and determine employees' wages according to their working ability, while the wage standard is divided according to the lowest skills to the highest skills. Because the skill system can play a certain flexibility in the job exchange and the introduction of new technologies in enterprises, enterprises should increase the remuneration of employees when they prove that they are competent for higher-level jobs. In this evaluation system, its biggest advantage is that it can transmit corresponding information, so that employees can pay more attention to their own development, and then promote the effective development of enterprises [7].
3.3 Enterprises should improve the salary management system and rationally design the salary management structure.
If an enterprise wants to gain a certain competitive advantage in the highly competitive market, it must provide more reasonable salary for its employees. Whether the salary system formulated by an enterprise is attractive or not has an important influence on its motivation, attraction and retention of outstanding talents, and plays a certain role in improving the sense of belonging of the organization and the job satisfaction of employees, and promoting employees to better accomplish related work goals. Enterprises should conduct an effective survey of the market, and then provide reliable basis for enterprises to make salary plans and decisions. When making the salary system, enterprises should constantly improve the specific system of salary management and reasonably design the salary management structure of enterprises. The design of salary structure should consider the characteristics of various positions, design different incentive models for various positions, and establish the salary structure of enterprises based on skills and positions.
3.4 Enterprises should diversify employee benefits.
The needs of enterprise employees are various. In addition to the corresponding material benefits, employees also hope to obtain other benefits and spiritual benefits, such as personal development opportunities, educational benefits, respect, care and appreciation. Therefore, enterprises should understand employees with different education levels, ages and genders according to their own actual conditions, and continuously introduce more diversified welfare mechanisms that meet China's welfare standards in view of employees' development potential, work safety, training opportunities and family care. On the basis of formulating the total employee benefits, enterprises should formulate welfare items with reference to the actual needs and characteristics of employees, so that employees can choose independently, so that employees' welfare requirements can be met, and then the welfare of enterprises can play a certain incentive role [8].
3.5 Enterprises should strengthen their performance appraisal system.
Performance appraisal is mainly to give feedback to employees' efforts and their labor achievements in the enterprise, and it is also the main basis for paying employees' wages. When an enterprise implements its assessment system, it must have a set of assessment basis that can reflect employees' own specific situation and post characteristics, and the operation must be fair and just in the assessment process, so as to do things without people. The enterprise's performance appraisal must aim at different levels and categories of employees, determine different appraisal indexes and contents, and determine the main responsibilities, complex technical labor, workload and risk degree of each position with reference to the characteristics of the industry. All responsibility elements, management elements and technical elements should be included in the enterprise's performance appraisal elements, and the appraisal results should be taken as the main basis for employee training, promotion, education, appointment and salary distribution, and the performance appraisal mechanism should be used to motivate employees.
4 conclusion
When carrying out management, enterprises must do a good job in human resource management, pay attention to related problems in management, and pay special attention to salary management in human resource management. Salary management occupies an important position and significance in enterprise management. Only by doing a good job in salary management can enterprises achieve healthy, sustained and stable development.
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