| Human resources management is an important means for a modern enterprise to maintain sustainable competitive advantage, while pay system design constitutes a significant component in the management to promote sustained positive business development and to retain talents. From a macro perspective, salary devotes to promoting economic and social development and is concerned with the healthy and stable development of a country's national economy and its society. Microcosmically, salary, for the individual, has not only economic implications, but also psychological and sociological significance. In a variety of talent systems, salary management plays a role in transforming the enterprise's long-term strategic planning into specific action programs for the staff. It may also serve as guiding and motivating staff to implement these programs, and ultimately realizes the interest consistency among enterprises, society and employees. Therefore, the possibility of establishing the pay system consistent with their need becomes one of the most important tasks. The scientific system in an enterprise may function as incentives to promote a positive business performance. In this sense, among all the enterprises'management activities, pay system design is an important issue that can not be ignored.Shenyang Water Affairs Group, a state-owned enterprise, was established in May 29, 2008. Recently, compared with the company's rapid pace of development, its pay system has been little changed. Except the implementation among the senior managers of the annual pay system-the leading pay strategy, the focus of the system is attached to the middle managers. As middle managers play an invaluable role in a company, there is great significance in the optimal design for pay system. Therefore, this article begins to optimize the original pay system of the middle managers and creates a new one with more internal equity and external competitiveness so that the system may help companies gain competitive advantage in human resources and achieve great business efficiency and high economic growth.First, drawing domestic and international theories and practices, the article makes the targeted analysis of Shenyang Water Affairs Group middle managers'pay system. It is shown that the current system lacks incentives and strategic direction, and similar pay structure does not fully reflect the position's value. And there is also the problem about internal consistency in the pay distribution among the middle managers. The above problems not only affect the motivation of the middle managers, but also result in huge loss of the personnel. Second, this article explores the reasons for the above problems. It is reflected that in the company there is the lack of scientific performance appraisal system, and the company's mechanisms fall behind. In the company, the distribution of internal pay equity is not taken into account. The company executives are influenced by traditional management thinking, and there is the lack of professional human resources management personnel. All the above underlying causes result in the situation that the current pay system can not meet the requirements in modern human resource management and the middle managers'requirements for their pay. Further, combined with the company's situation, this paper employs job analysis and position evaluation to put forward the optimum proposal of middle management pay system. Finally, this paper presents protection measures for the scheme so that they may help to strengthen performance appraisal system, and optimize the company's remuneration organization. These measures may also devote to the improvement of the company's selection and appointment system, the implementation of flexible salary adjustment policies and the smoothing of the pay communication mechanism. It is hoped that the subject in this paper may provide some guidance and reference for restructuring state-owned enterprises. |
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