Broadband Pay In The Management Of State-owned Construction Enterprises

Talent is the most dynamic factor, the company's first wealth and core capital, the cornerstone of national prosperity. In recent years, however, the personnel turnover of construction industry is rising. It focus on key personnel of project management and engineering classes, such as project managers, technical director, cost engineer, and civil engineers. To be an excellent cost engineer, civil engineers need at least 3 years of practice after graduated from college, and a excellent project manager need special requirements on growth time and line. These posts are the core positions in construction companies, and these are also the backbone of enterprises. Loss of these persons will be irreparable loss of China's state-owned construction enterprises to bring sustainable development. Human resource is precisely the primary resource and the stem of core competitiveness in companies, human resource management throughout all aspects of business management. Initiative and intellectual development have a great impact to improve the productivity and ensure the quality of the project. It is the premise of improving project progress, quality and cost management of state-owned construction enterprises. Therefore, the state-owned construction enterprises should establish a new compensation management mode, using scientific management methods, motivate employees with effective incentives to meet their real need, retain key talent, Enhance the competitiveness of enterprises.Construction industry is a typical labor intensive industry; the industry wage levels are generally lower than other industries."The White Paper of the compensation situation in China in 2009"launched under the Chinese Compensation Net shows that, the average annual salary of construction industry ranked 16 at20 major industries in the country. At present, most of the domestic construction enterprises are not linked to the market in wage levels, wage levels do not adjust conducted by the salary survey, lack of objective and professional data. State-owned construction companies'compensation emphasizes fair distribution and slight efficiency. Labor, capital, technology, management and other production factors cannot be allocated according to contribution. Although reformed compensation many times, the compensation structure still cannot reflect the individual's abilities and performance, mainly considered duties and qualifications factors, leading to staff dissatisfaction on the compensation system and separation, it is imperative to establish a flexible, market-oriented pay system.This paper used qualitative analysis and quantitative analysis method to take further exploration and research in the compensation structure of state-owned construction companies, based on the concept of broadband pay and combined with the practice of state-owned construction enterprises, to improve the existing compensation structure.The article is divided into 5 chapters. Chapter one is the foreword, have recommended the research background and significance, ideas and innovation. The second chapter is the pay situation and problems in state-owned construction companies, to analysis the development trend and compensation problems, explain the feasibility of compensation reform in state-owned construction enterprises. The third chapter has introduced theories about compensation and motivation theories, broadband compensation, including concept, advantages, design principle, etc. Chapter four is the case studies, take a subsidiary of Yunnan Construction Engineering Group for an example, introduce the specific process and the implementation of broadband should pay attention. Chapter five is the conclusion, briefly summarize the article.