Study Of Modern Enterprises Pay System

There is no doubt that the system of financial rewards is one of the most sensitive problems to both domestic and/or foreign enterprises and working people.Due to the differences in economic development of countries and structural systems of companies,the enterprises in developed countries have already recognized the management of financial rewards as an integral part of the system of human resources management;on the contrary, over long periods many Chinese enterprises have regarded the management of financial rewards(or,to be specific,the distribution of incomes within the departments of the enterprises)as an independent system.In addition to such differences,many Chinese enterprises have been busy with handling a succession of knotty problems in the management of financial rewards on account of the insufficiency of the market economy in China,of the imperfection of the development of the labor markets,and the immaturity of the development of the human resources system.And during the process of designing and managing the system of financial rewards,those enterprises in China have also deviated from what the enterprises abroad have done since they hold wrong basic conceptions of this system and establish some chaotic management frameworks.Our Chinese traditional system of financial rewards is well known as the distinct hierarchical system with its perpendicular distribution structure.And,actually,in either many domestic enterprises or foreign ones,a traditional design of such a hierarchical system is always based on the rigid System of bureaucratic hierarchy.So our traditional system of financial rewards traces its descent from the system of bureaucratic administration and always matches people's administrative positions in an enterprise.That is,the higher post a person holds,the more payment,welfare,and bonus he/she possesses. And suppose a person has been in a lower position all the time,it is almost impossible for him/her to earn a higher income throughout his/her life,no matter how remarkable work he/she has done.Similarly,the formulation of the so-called system of "one salary for one post" advocated by some Chinese enterprises also fully depends on the value of the posts to determine the staff's salaries rather than on the varieties of actual achievements made by different working people even on the same post.Under such system,all the staff are encouraged tospare no pains getting promotion without considering about whether the posts they've eventually gained are really suitable for them or not.Meanwhile,the enterprises also hold their own wishful thinking that those workers who have done well in lower positions are supposed to be expert in higher positions.Therefore,promotion has become one of the main rewards to those excellent workers in the eyes of many enterprises. And it is very often the case that such system of financial rewards highly praised by most Chinese enterprises nowadays has severely hindered our economy from further development.When we design a real effective and feasible system of financial rewards,we'd better take the practical conditions of the enterprise into consideration and properly handle the relationship among modern concepts of management,tactful management strategies,and actual situation of the enterprise.To be brief,the reality is the most important factor to think about,and the invariable pursuit of modernization and advancement usually breaks away from the reality.So a proper design doesn't necessarily mean the existence of "advancement".Actually,it is significant that whether the design meets the need of the enterprise,adapts to the different developing stages of the enterprise,and matches the executive power of the enterprise.Only on the basis of the actual need of the enterprise,is a proper system of financial rewards worked out to increase the key competitive advantages and overall achievements of the enterprise.With a comprehensive survey about the management,practice,and evolution of the system of financial rewards,and about the interrelated theories of promotion,this essay focuses both on the analysis of the current situation and existing problems in the modern enterprises' system of financial rewards,and on the model design of a proper system for the modern enterprises in combination with the specific case study of the K Company.On the basis of modern theories of the system of financial rewards and the investigatory data,this essay elaborates a proper system which combines a person's overall salary with his/her dynamic salary,the qualitative analysis with the quantitative analysis, and the theory with practice.According to the practical situation of the enterprise,this system is designed to meet the actual need of the enterprise by the way of building up the different branch systems for different posts within the different departments of the enterprise.This system aims at determining the standard salary of every post via the clarification of the value of each post,and at adjusting the "breadth" of different salaries via the differences in the staff's working achievements.As a result,a cultural atmosphere which shows emphasis on the staff's achievements and contribution within the enterprise itself has been formed,all the staff also has been motivated to pay much attention to the cultivation and elevation of the individual skills and abilities,and finally,the dispositions of the human resources have been optimized too.