Research On The Optimization Of Salary System Of State - Owned Enterprises Guided By Strategy

Since the Chinese reform and opening up kicked off thirty years ago and after generations continuous efforts have made, Chinese planned economic system has been transformed into market economic system, fundamental economic system which the public sector remaining dominant and diverse sectors of the economy developing side by side has been established, gradually developed distribution system that distribution according to work is the leading factor and diversified distribution, therefore a socialist market economy with Chinese characteristics been preliminarily established in China. For these thirty years of reform, the emolument distribution field in China went through tremendous changes too, such as developing reform in both labor resource market of macroscopic level and corporate mechanism of microcosmic level, weakened dominance on corporate emolument mechanism from the government and the growing protective awareness of laborer’s lawful rights and interests.During this process, Chinese state-owned enterprises have experienced complicated developments from the peak hour to the trough and then to seek new development. Now the state-owned enterprises are faced with unprecedented opportunities and challenges. To compare the state-owned companies with private companies and foreign companies in terms of the maturity degree in salary system as well the matching degree between maturity degree and company development, the salary management of the Chinese state-owned enterprises are obvious lagging behind and of great rigidity. Under the new circumstances, the conflict between salary system in Chinese state-owned companies and the development demand as well as the external environment changes is getting increasingly prominent, therefore fastening the adjustment of current inappropriate salary distribution system becomes the major measure and inevitable action for state-owned companies to satisfy all benefit parties, to improve operation efficiency and to react to market competition. Salary designing serves as the condition and important part of modern salary system. To successfully establish and improve a set of salary system which is reasonable, complies with Chinese environment, able to satisfy and adjust to new market environment and beneficial for the long-term development of both excellent talents and company is of great significance for state-owned companies.Given the above background, this article took Company R as an example and explored a win-win salary system that is suitable for the development of both the enterprise and the employees, based on the current salary structure and the actual operating condition of the enterprise. This article analyzed the enterprise’s current salary system by using the relevant theories of salary management, constructed more improved and incentive-oriented salary management system based on the analysis of the problems, thus stimulated the enthusiasm and initiative of employees and promoted the efficiency and competitiveness of the enterprise.Chapter one would be the introduction first presented the background of the subject and the significance of the research, identified the research ideas and research methods, and finally described the main content and the framework of the article.Chapter two started first with the basic theory of salary and salary system, briefly introduced relevant concepts of salary and salary system, the theoretical basis and the general process of salary system design, and gave a brief introduction of the research condition of strategy-oriented salary system.Chapter Three clearly identified the important position and role of state-owned enterprises in the socialist market economy in China in the current stage, analyzed the current construction of state-owned enterprises’ salary system under the system of socialist market economy and the existing problems.Chapter Four starts the case analysis for the study of the remuneration system of state-owned enterprises taking Company R as an example. It briefs the profile of Company R, and analyzes the current conditions of human resources and its remuneration system of Company R.Chapter Five re-designs the remuneration system for Company R based on the research.Chapter Six summarizes the research of the thesis. A large state-owned enterprise like Company R as a group should, considering fully the environment conditions inside and outside the enterprise, design the remuneration system based on industrial characteristics of enterprises under it and the functions of all departments.