A Case Study On Compensation Of D Shipping Company

As a large state-owned shipping enterprises, D shipping company is in the midst of rapid development accompany with China's sustained and rapid economic growth and the establishment of state strategic oil reserve. However, with the rise of shipping market and the increase of fierce market competitions, the duty-wage system which has been implemented for many years in D company is more and more not suitable to the business requirements of the developing situation, resulting in more and more problems generated, mainly in the following aspects: First, the compensation can not be paid according to job value and responsibility difference;Second, the compensation can not focus on main business and motivate benefit production; Third, performance appraisal deviates from core business and mere formality;.Fourth, the compensation can not reflect ability differences and motivate staff enthusiasm to improve their quality, etc.Facing enterprise development accelerated , increased competition, lack of talents, Whether D company could build up a scientific and effective compensation system attracting, retaining and motivating the talent has been the key factor of being successful in remaining and enhancing the core competitiveness and getting further development.My article describes specific problems of D company on compensation management, and with the theories of compensation such as job evaluation, KPI performance appraisal system and broadband salary, analyses the existing problems of compensation management and presents specific solutions accordingly.The meaning of my article is for directing D company's compensation reform and practical operation with the analysis and study of the problems of its old compensation system. This content has wide directive meanings to other same types of enterprises.