Research On The Optimal Design Of Salary Management System In Haier Changchun Branch

HR has become more and more important in modern enterprises, and how toeffectively explore and rationally use HR is greatly related to its function. Whetherthe role of HR is emphasized and thus fully played directly influences a company’scompetition, therefore, HR has become the core competence element of a companyand supported the core competence framework of the company. Salary managementplays an important role in HR management and also is an important part of it. How torealize a company’s strategic objective by improving its salary management systemand raise the staff’s salary satisfation so as to motivate the staff’s enthusiasm in workand fully show the motivation function of the salary management has become aburning problem to a company.The salary management system of Haire Group is relatively mature andcomplete in the household-appliance industry, and the application of it within thegroup is also relatively steady and effective. But when the system is applied in thebranches all over the country, lots of problems, such as the frequency of personnelmovement, low salary satisfaction and low department effeciency, etc., have appeared.By studying the theories of HR and salary management, adopting qualitative andquantitative methods and applying theory into practice, this thesis takes HaireChangchun Branch as the study object, systemetically analyzes the organizationstructure, HR structure as well as the problems and causes of salary management ofthe company in accordance with its development phases and designs a new salarymanagement system suitable to Haier Changchun Branch on the basis of the fullinvestigation of the company. The salary management system designed in this thesis is mainly for the ordinarymanagement personnel, which is improved according to the salary rank strategy thatemphasizes the combination of competation and steadiness. The main contents are asthe following. In the aspect of basic salary rank, the G5rank is upgraded into G6rankfor the ordinary sales management personnel, and the G4rank is upgraded into G5rank for the ordinary customer service management personnel, which reduces thedisadvantage of internal transfer, which could only happen within the samedepartment or within the same rank, and add new possibilities for the staff’spromotion in rank and salary. In the aspect of performance evaluation, the relativesame rank assessment ratio is increased, which means an employee’s performancewill be evaluated not only by his direct superior but by other superiors of the samerank at the same time. This improvement is good for smoothing the working relationsamong different departments, creating good working atmosphere, increasing thestaff’s sence of fairness and performance efficiency. Meanwhile, elastic welfare planis also added to satisfy the staff’s individual value demand and increase the ability ofthe HR personnel. Finally, to ensure the application of the new salary managementsystem, in system, a company should build and improve the sound training system,the performance evaluation system and the promotion system; in organization, the HRdepartment should communicate with other department heads and the whole staff,eliminate the doubts and contradictions among the staff so as to make the salarymanagement system more knowledgeable; in enterprise culture, the company shouldadheres to the philosophy of people-oriented, make each employee keeps up with thetimes and innovative, and emphasize the culture construction by organizing variousactivities. The scheme will be beneficial in improving the work efficiency of alldepartments, attracting and keeping the talents, strengthening thecore-competitiveness， realizing the company’s sustainable development, andproviding references to other branches in resolving the problems of salary management.