Salary management thesis
Chapter 1 The meaning and characteristics of knowledge workers
First, the meaning of knowledge workers
There is no accepted definition of the concept of knowledge workers in academic circles, and similar expressions include knowledge workers, knowledge workers, knowledge workers, knowledge workers and so on. Management guru Peter? Drucker first proposed it in the mid-1950s? Knowledge workers? This concept, he described knowledge workers as? Those who master and use symbols and concepts and work with knowledge or information? . He refers to the manager or executive manager. After more than 50 years, knowledge workers have actually expanded to most white-collar workers, become a new class in modern society, and will surely become a special group in enterprise organizations. Francis, a famous Canadian scholar? Rabbit (2000) thinks:? Knowledge workers are people who use their brains more than their hands when creating wealth. They bring added value to products through their own creativity, analysis, judgment, synthesis and design. ? She believes that managers, professional technicians and salespeople all belong to the category of knowledge workers.
The knowledge workers in the enterprise discussed in this paper refer to those who engage in the production, creation, expansion and application of knowledge in the enterprise, bring knowledge capital appreciation to the enterprise (or organization) and take it as their occupation. This concept has three connotations: first, you must have and master certain knowledge and technology; Second, direct commitment to knowledge-related activities; The third is to take knowledge work as a profession and realize the appreciation of knowledge capital of enterprises (or organizations). Specifically refers to R&D personnel, management personnel, engineering and technical personnel and professionals (accountants).
Second, the characteristics of knowledge workers
The labor complexity of knowledge workers is high, the labor process is difficult to monitor and the labor results are difficult to measure. Knowledge workers are mainly engaged in thinking activities, relying on the brain rather than muscles, and the labor process is often invisible and can happen anytime and anywhere. Coupled with the lack of definite processes and steps in the work, work instructions and fixed labor rules are becoming more and more useless. It is difficult for others to know what to do, and there are no fixed labor rules. Therefore, it is neither meaningful nor possible to monitor the labor process.
Knowledge workers have high self-awareness, strong work initiative, strong creativity and high willingness to flow. Knowledge workers have a strong sense of autonomy. The stronger their ability, the stronger their awareness of working independently. Knowledge workers have some special skills because of their knowledge capital. According to this psychology, they are subjectively unwilling to be controlled and objectively opposed. Therefore, it has strong independence and autonomy in the organization. Moreover, they have a strong pursuit of their professional feelings and development prospects. They don't want to work in an organization all their lives, so they change their position of pursuing lifelong employment into their ability to pursue lifelong employment, and change their loyalty to their own enterprises into loyalty to their own careers. This change in pursuit will inevitably lead to the frequent flow of talents.
Knowledge workers pursue high salary, but care that the difference in salary is higher than the salary level. Because of the high cost of knowledge acquisition, knowledge workers naturally want to compensate by getting high salaries. In addition, the work of knowledge workers is creative, so they must ask for high salaries. However, some experts have found that their nature of pursuing fairness makes them care more about the difference in salary than the level of salary.
Knowledge workers have a strong desire to realize their self-worth. The demand of knowledge workers is generally at a relatively high level. They pay more attention to the realization of their own value and strongly expect to be recognized by the unit and society. Therefore, they are more keen on challenging jobs and eager to show their self-worth to the greatest extent.
Chapter two: The problems existing in the salary management of knowledge workers in enterprises.
From a conceptual point of view
Although many managers have gradually realized the importance of resources, especially knowledge workers, to enterprise creation, they have not yet formed a deep understanding of knowledge workers and lacked the necessary understanding of their work motivation and working methods. It is unacceptable to let knowledge workers participate in the system arrangement of value distribution, and it is impossible to fully compensate the human capital of knowledge workers through the design of enterprise incentive mechanism, which leads to the equal treatment of knowledge workers and ordinary employees in management.
(B) From the mechanism point of view
The vast majority of enterprises have not established an effective performance appraisal mechanism, the assessment results are not linked to salary management, and the labor achievements of knowledge workers are not guaranteed, which makes the long-term incentive function of salary not reflected and brought into play. Therefore, the turnover rate of knowledge workers in China is generally high. Especially knowledge workers under the age of 30. According to relevant statistics, employees under the age of 30 in China will change their units every 3 14 years on average.
(C) The content of salary is lack of innovation, and it is still mainly in the form of money, lacking the satisfaction of higher-level needs of employees.
The incentive of salary lacks long-term support. Although there have been cases of learning from the west in recent years. Equity incentives? However, the new atmosphere is still not divorced from the old routine of money incentives, and in the context of today's international economic downturn, the incentive effect of equity incentives is even more difficult to play, and the implementation of comprehensive compensation needs to be strengthened.
From the point of view of means
Take high salary as the main lever to retain people. Ignore the basic principles of salary design, that is, external competitiveness and internal fairness, as well as personal incentives. So some enterprises have gone to the other extreme, attracting and retaining some senior managers with high salaries, even at the expense? The sky-high price to win their favor is obviously unfair to other knowledge workers.
(5) From a strategic point of view.
Lack of macro-guidance, can not pay attention to and reflect corporate goals through salary design, can not effectively motivate employees to keep their actions consistent with corporate goals.
Chapter III Salary Management Strategies for Knowledge Workers
(A) update the concept, introduce the concept of total compensation, and guide the salary design of knowledge workers.
Comprehensive compensation strategy is a compensation payment strategy which is closely combined with external compensation and internal compensation, and it is a kind of compensation payment method widely implemented in developed countries at present. Specifically, we can recruit people from the following aspects: First, use different salary incentives for different personnel; Second, the combination of cash compensation and non-cash compensation; Thirdly, appropriately shortening the time interval of regular rewards and keeping the timeliness of incentives will help to achieve the best incentive effect.
(B) The introduction of the reward risk mechanism, clear the incentive-oriented function of compensation.
This requires enterprises to determine the proportion of wages in the total salary according to the actual situation. Generally speaking, the basic salary should account for 40% to 50% of the total salary. If the basic salary is low, it will harm the interests of employees and affect their enthusiasm for work. The bonus and equity part of incentive compensation should be clearly defined. If a certain formula is adopted, according to the operating performance, due to personal efforts, bonuses will be paid according to regulations, and if the performance is * * * by all employees. A clear and fair bonus distribution method is the best way to link employee goals with enterprise goals.
(C) Effectively strengthen the basic work of salary management, establish a scientific and comprehensive performance appraisal mechanism, implement the assessment results in salary management, and strengthen the long-term incentive function of salary.
First, we must establish a job evaluation system. Through post analysis and post evaluation, adjust and streamline institutions, posts and personnel, determine labor differences, and provide quantitative basis for determining salary and income differences; Second, establish internal competition and on-the-job competition mechanism, and gradually form a pattern in which posts can be promoted and lowered and personnel can enter and exit. In the reform of salary system, we should pay attention to the systematization of enterprise human resource management and implement the reform of personnel employment system. Third, establish a simple performance appraisal system. If any excellent salary management wants to succeed, it must have a set of scientific and effective assessment systems and methods. Most enterprises have lost a lot of work in good salary management because of the loopholes in performance appraisal management. Therefore, enterprises must establish a fair, open, just, easy to quantify and easy to operate performance appraisal system.
(D) to achieve diversification of the elements of value distribution
In today's society, the elements of value distribution far exceed the competitive salary itself. Comparatively speaking, opportunity is a more influential factor to motivate knowledge workers to create, disseminate and apply knowledge. The characteristics of knowledge workers determine their strong demand for respect. They very much hope that their ability and work performance can be recognized and appreciated by the organization, and attach great importance to the evaluation of their managers. Therefore, it is necessary for enterprises to establish an objective, fair, scientific and reasonable value evaluation system and value distribution system on the basis of attracting diversified value distribution elements, so that enterprises can create value with all their efforts, evaluate value scientifically and distribute value reasonably.
(E) timely understanding of the needs of knowledge workers, the implementation of differentiated management.
Enterprises should fully understand and master their needs and demand characteristics when motivating knowledge-based employees. Only by motivating knowledge-based employees on demand can we achieve ideal results. There are two aspects of on-demand motivation: on the one hand, discovering the demand? Incentive on demand; On the other hand, guide demand and encourage as needed. The latter, in particular, does not passively cater to the needs of employees, but guides employees to develop to healthier and higher-level needs, and organizations often reach another wonderful situation accordingly. Meeting the needs of knowledge workers in enterprises is the basis of mobilizing their enthusiasm. According to the previous research and analysis of knowledge workers in enterprises, enterprises should pay attention to meeting the needs of knowledge workers and guiding their needs. Finally, they should implement differentiated management according to their own needs and avoid adopting? One size fits all? The way to treat knowledge workers in all enterprises, otherwise it will inevitably lead to the phenomenon that the needs of knowledge workers are difficult to meet.
refer to
1. Xia Zhaogan, (CIP). Shanghai University of Finance and Economics Press, 2006.4438+0438+0.
2. Zuo Baoyu. Human resource management system perspective (HRMS). IT Manager Tiandi.2001.6
Salary Management Thesis: Research on Salary Management of Small and Medium-sized Enterprises
Abstract: Perfect salary management system is the core of enterprise human resource management, which has great influence on the development of enterprises. It has become an important topic for every small and medium-sized enterprise to establish a salary management system and distribution scheme that is suitable for the modern enterprise system and its own development. This paper analyzes the main problems existing in the salary management of small and medium-sized enterprises and puts forward corresponding countermeasures.
Keywords: small and medium-sized enterprise salary management
Introduction to 0
According to statistics, China's small and medium-sized enterprises account for more than nine floors of the total number of enterprises in the country. They play an important role in meeting people's multi-level needs, realizing socialized professional cooperation, increasing the total social employment and relieving social pressure, and their contribution rate to the national economy is getting higher and higher. Because small and medium-sized enterprises are at a disadvantage compared with large enterprises in terms of capital, scale, stability, corporate visibility and corporate culture, enterprises are often unable to attract or retain talents. One of the reasons is that the salary system of many small and medium-sized enterprises is unreasonable and has not played an incentive role in enterprise management.
Wage is the main source of economic income for ordinary employees, which is directly related to their living standards and quality. It is also one of the important symbols of employees' status and success, which has an important impact on employees' attitudes and behaviors. As an important function of human resource management department, salary management should serve the overall development strategy of enterprise human resource management, design and formulate a scientific salary system according to the production and operation objectives of enterprises in different periods, adjust the internal labor relations of enterprises through the implementation of the salary system, stabilize the workforce, and stimulate the initiative, enthusiasm and creativity of employees. The decision-making and management of salary have great influence on the construction, management and maintaining competitive advantage of enterprise staff.
1 Main Problems in Salary Management of SMEs
The fundamental purpose of salary management is to help enterprises achieve their business and management goals. However, in the salary design process of some enterprises, the salary management concept is quite backward, and the salary design lacks strategic thinking. They only talk about salary without considering how to give full play to the function and role of salary, or are only keen on investment in production-related aspects, but are unwilling to improve the salary level of employees, and fail to recognize the unified relationship between employees' personal goals and organizational goals.
At present, many small and medium-sized enterprises still have not formed a scientific and reasonable salary management system, lack modern salary management methods and technologies, and the salary system is very irregular and the salary flexibility is poor. The salary standard of employees is established by convention or determined by enterprise leaders at will. The accounting of various salary items of employees lacks clear basis and scientific methods, and employees cannot know their income through the salary system. In addition, the salary level of employees at different levels and positions in the salary structure is less, and there are fewer items linked to employee performance or enterprise benefits in the salary system. The wage gap between employees is small, and the wage fluctuation of employees is also small, so the salary naturally does not play an incentive role. With the gradual growth of enterprises and the intensification of external competition, managers are faced with a rapidly changing and complex market. It is obviously out of date to classify employees' performance grades by the method in the early stage of starting a business, and professionals are urgently needed to provide them with systematic modern salary design schemes.
Linking salary with performance is the basic principle of formulating a scientific and reasonable salary system, and the salary system must be based on fairness if it wants to play its incentive role effectively. The salary distribution of some small and medium-sized enterprises is mainly based on length of service, education, professional title and administrative level, but there is no job evaluation based on job content, skill requirements, contribution to the organization and external market. This system seems fair, but it does not fully consider the differences of employees' jobs and their contribution to the realization of enterprise goals, which affects the inherent fairness of salary. The correlation between salary and job performance is too low, which is actually a denial of job value, and the result can only be egalitarianism? Cauldron rice? . Although some small and medium-sized enterprises have established a performance appraisal system, there are many subjective factors in the implementation process, which leads to employees' extreme dissatisfaction.
The salary paid by enterprises will undoubtedly directly affect the ability of enterprises to obtain labor in the labor market. Salary survey is a means to understand the market wage level, that is, to investigate the salary situation of local area, industry, especially competitors, and make statistics and analysis on the survey results, so as to provide effective basis for enterprises to formulate and adjust salary and welfare policies. It is one of the ways to solve the external competitiveness and fairness of enterprise compensation. Many small and medium-sized enterprises only make a rough survey of the overall salary level of the market, and the salary design does not consider the competitiveness of the market. According to personal subjective judgment, the salary level given to employees by operators often changes at will, which has dampened the enthusiasm of employees to some extent.
Many small and medium-sized enterprises often only pay attention to the external salary when designing the salary scheme, but pay insufficient attention to the internal salary of employees, and some even ignore it completely. External salary is expressed in monetary form and is regarded as the reward for employees' labor. Internal salary is a kind of spiritual encouragement to employees, including job security, identity marking, challenging work, promotion, achievement recognition, training opportunities and so on.
2 problems in salary management of small and medium-sized enterprises.
According to the analysis of the main problems and their causes in the salary management of small and medium-sized enterprises in China, according to the successful law of salary management and the actual situation of small and medium-sized enterprises in China, countermeasures are taken to solve the salary management problems of small and medium-sized enterprises.
Any enterprise has its own strategic planning, industry characteristics, employment mechanism, corporate culture and other special circumstances. The construction of enterprise salary system should first be organically combined with enterprise development strategy and consistent with enterprise long-term goals. Because the strategic development of enterprises determines the development of human resources and the attraction of outstanding talents, the planning of salary system must meet this requirement. While providing general salary incentives for all employees, we should also design targeted and differentiated salary policies to better realize the development strategy of enterprises.
Secondly, we should constantly optimize the company's salary management system, standardize the employee's salary standard, so as to have laws to follow and be in line with the market. Small and medium-sized enterprises determine competitive salary policies through market research, and enterprises should rationally allocate limited labor costs and give full play to the incentive role of salary. For important technicians and managers, the salary level can be positioned above the market level; For people in general positions, due to the large number of people and low replacement cost, the salary level can be close to or slightly lower than the market average, so as to ensure that enterprises have the ability to pay competitive salary levels to people in important positions. Determine the salary standard according to the enterprise's ability to pay, the cost of living and the price index, the salary level between regions and industries, and the supply and demand of the labor market; On the premise of being pragmatic, on the basis of personal skills, work ability requirements and work contribution, and on the principle of stimulating work enthusiasm and improving work efficiency, distribute benefits reasonably, fairly and justly; Break the fixed salary system and separate post allowance and performance salary from fixed salary. Strengthen performance appraisal, formulate a complete and scientific performance evaluation system, guide and motivate employees' behavior by linking salary with performance fairness, and determine the basis of salary distribution according to the comprehensive factors such as employees' own quality and ability, positions and positions, personal skills, level, working environment and intensity, work responsibility, work performance and contribution. In addition, small and medium-sized enterprises should maintain the moderate flexibility of the salary system when conducting salary management. In order to make the salary level between employees have a reasonable gap, the first thing an enterprise should do is to correctly evaluate the value of each position and determine a reasonable level for all employees. The salary gap between different levels and different positions should not be too big or too small, which needs to be determined by enterprises on the basis of market salary survey and combined with their own actual situation. At the same time, the individual salary level of employees should also fluctuate, which is determined according to the workload of employees, the quality of work completed and the operating efficiency of enterprises in an assessment period.
In addition, in today's increasingly complex employee needs, small and medium-sized enterprise operators should pay attention to internal compensation as well as external compensation. Today, with the improvement of productivity and staff quality, the focus of the salary system should be shifted to spiritual encouragement to meet the needs of a higher level. At present, some technicians and managers in the labor market are willing to enter small and medium-sized enterprises to seek personal development. If small and medium-sized enterprises can give them more development opportunities, a sense of challenge and responsibility, they will attract these talents to serve the enterprise and promote its development. The needs of employees are different. Different employees or the same employee may have different needs at different times. If leaders want to motivate their subordinates to the maximum extent, they must fully understand the needs of employees, attach importance to their needs, and make positive responses, and design corresponding systems for these needs, so as to ensure the realization of employees' self-worth. Really regard human resources as the first resource of enterprises to attract and retain talents.
Finally, we should improve the transparency of salary management. The salary scheme should openly let employees know their benefits, understand the relationship between benefits and their contributions, abilities and achievements, and give full play to the incentive role of material benefits, otherwise it will cause unnecessary contradictions.
References:
[1] Liu Xin. Obstacles and basic countermeasures of small and medium-sized enterprises' job analysis [J]. Information Center of Books and Newspapers of China Renmin University. 2007.( 1 1).
[2] Du Hailing. Analysis of salary management strategy of small and medium-sized enterprises [J]. Foreign trade and economic cooperation in Heilongjiang Province. (8).
[3] Jian Huang. On the talent management strategy of small and medium-sized enterprises [J]. Entrepreneur World, 2007. (9)
[4] Teng Xingle. Analysis of common problems in salary management of small and medium-sized enterprises [J]. Modernization of shopping malls, 2007, (4).
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