| Large state-owned construction enterprises are dominated in the national engineering construction industry. Since 1998, enterprises had a comprehensive restructure, and the state expanded the independent right of state-owned large-scale construction enterprises to make their own decisions. How to adapt to the modernization of the fierce market competition? How to effectively attract and retain the talent and improve the enterprises core competitiveness? The compensation which make the staff satisfaction has been the focus of enterprise managers. Large state-owned construction enterprise has its particular compensation distribution. The ultimate objective for enterprise engineering projects is profit. Construction project staff and managers are the main force in the development of enterprise reform. How to effectively motivate the staff to mobilize its workforce to increase productivity? Performance compensation has gradually become the first incentive tool to encourage the employee. The performance compensation has accounted for a large proportion of aggregate income of employees, and over the past few year, the trend was increasing year by year. How to effectively deal with the distribution problems of the performance compensation, it seems vital to the development of the enterprise.Distribution compensation needs fairness and fairness is the core on the satisfied compensation. Performance compensation and fairness have the different objectives, but the two opposites are also in the unity. Performance compensation is an important part of the compensation, its distribution have to follow the principle of fairness. The problem of performance compensation is complexity in the large state-owned construction enterprise. The internal equity is inferior, staff working actively thwarted. They affect the health of the sustainable development of enterprises. This paper use the theory of performance compensation, fair compensation, delayed compensation and other related theoretical system ,combining a typical large state-owned enterprises China Railway No.2 Engineering Group Co.,Ltd. to start investigations and studies, through the questionnaire survey method, case analysis, research methods, and deductive method , this thesis will analyze the construction of large state-owned enterprise performance's internal equity in the allocation of the status quo. Identifying the reasons why the current state-owned large-scale construction enterprises have not yet formed their own developmental needs for enterprises and scientific distribution of a comprehensive performance pay system. to achieve the Second Board of iron within a fair distribution of performance pay as an example. Eventually come to tackle the problem of large state-owned construction enterprise performance pay within the public nature of the problem , focusing on the four aspects:"the establishment of potent communication and feedback mechanisms", "set fair and reasonable indicators of performance appraisal", "explore and implement extension of the distribution of performance compensation", "attempt to broaden the distribution of the form of performance compensation". As a second board which similar to the China Railway No.2 Engineering Group Co.,Ltd to analyze and solve the problem of internal equitable distribution of performance compensation for reference and consultation. In addition, part of the proposed approach has been adopted by the China Railway No.2 Engineering Group Co.,Ltd. In the latter part of the implementation of performance monitoring, we find that the older subsidiary which have history financial loss successfully achieve the year-end performance now. The employee's senses of fairness and active labor have a extraordinary improvement. The staff has contributed to the enterprise and made social and enterprise benefits.At the same time, throughout the text would like to emphasize is that the pursuit of equitatble distribution of pay is relative, a business does not exist any absolutely fair distribution of compensation. Second, enterprises need a comprehensive and sustainable development of the strategic vision and state of mind to analyze and solve the problem of the development of ever-changing, and finally enterprises and employees can achieve the ultimate all-round and sustainable development between the enterprises an the staff!... |
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