Empirical Research On The Salary System Of The State-owned Enterprise

In modern times,the advance of the enterprise economic benefits depends on not only the high-tech but also utilizing talents. Compensation is a useful way of motivation, and compensation management is also the core of the Human Resource Management. A reasonable and effective compensation system not only can motivate the employees efficiently,but also can attract and hold a competitive staff. Nowadays,the company that has employed exce1lent staffs and effectively motivated them would reach the success. Traditionally, the compensation is a kind of Payout of manpower cost. However the design and app1ication of the compensation system,which is an important part of the enterprise,should be reconsidered because of the huge pressure in modem times. The design of the compensations system in iron and steel enterprise should obey not only the traditional Principle but also the one under the new revolving economy. That is to say, it should obey the principle in which distribution according to work combines with distribution according to produce essentials so that the human resource that includes know1edge,technology and ability can join the distribution, It should obey the principle of paying reward according to achievement so that the reward can reflect the achievement of the enterprise and the staff in deed.Basing on its proposition and general principals in human resource management related to salary theory, this article integrates theory with practice to analyze systemically salary reform course of China state-owned enterprise and salary management situation in state-owned enterprise. Furthermore, to improve the salary management in state-owned enterprises and achieve the purpose that salary becomes a available tool in meeting requirements of employees, strengthening competitiveness, linking destiny of organization and individual tightly, the principals of salary design, choice of salary model as well as the mistakes, reasons and countermeasures of salary system design have been roughly studied and discussed, taking the salary management of Hangang for example. However, establishing salary system in state-owned enterprises is an original idea in this article, namely designing and availably carrying out a new salary system compatible for group itself which has taken all salary models for reference.