| Salary and performance management are the eternal topics for human resource management, the change of enterprise's organization structure, mode of production, as well as the change of employees' ability, all need the human resources opertor to readjust the salary and performance management system correspondingly. Faced with more and more knowledge-type employees, there is new requirement for the undertakings of human resources management that how can enterprises achieve the goals of attracting, keeping and developing qualified personnel via designing, maintaining and the adjustment on the internal human resources management system, especially salary and assessment system.This thesis carries out the analysis based on the case about the establishment of salary and performance management system by a foreign enterprise in Shenzhen. The basic framework of the salary is designed on the basis of questionnaire investigation, It adopts 3P theory to finish the position analysis and evaluation, and further finishes its build-up through the systemic analysis on the inter-equilibrium, competitive of the salary system, and the budget control. Further more, combing with the position specification which specifies the requirement of the position and the annual object of the enterprise, it also designed the performance management system with the objective management as its core, so as to provide the foundation for the short-term incentive plan. The thesis is stated through the clew of the following three working stages:Problem Discovering- Problem Analysis- Problem Addressing , i.e. Introduction of Company's Background - the Current Existing Problem - Theoretical Basis - Job Analysis - the Construction of Basic Framework of Salary System - Short-term Incentive and Performance Management System.The incentive and performance management system which designed through the methods stated in this the article have achieved its expected objects and obtained and outstanding efficiency. It also provides and useful and valuable reference for the nodus and hotspot occurring in the management of knowledge-type employees. Chart: 31, Sheet: 3, Reference Document: 46. |
