A Research On Pay Satisfaction In Ployees In Hunan Keli Motor Co.ltd

The privately operated economy development of HuNan Province has achievedgreat achievement， and has made the irreplaceable tremendous effect in economicdevelopment and economic growth in our province. But the small and medium-sizedprivate enterprise in HuNan exposes a series of problems in the fast developingprocess. They directly affect the admission of talents, retain and motivate and hascause great influence to the enterprise, has further hindered the development of smalland medium—sized Private enterprise and their strength. Payment satisfaction hasalways affected employees’ attitudes，behaviors，Performance，belongingness，mobility etc. Therefore，it is necessary to know about employees. payment statusand demand through a survey about payment satisfaction, so as to optimize theinstitution of payment，to improve the employees’ payment satisfaction，to promotethe stability and optimization of workforce， and then improve the marketcompetitiveness and core competitiveness of the enterprise.This article plans to through investigation, statistics of compensation motivationsystems of staff and staff’s satisfaction in HUNAN KELI MOTOR CO.LTD toanalyze current situation of compensation Motivation and staff’s satisfaction towardcompensation system and measures, and gets some questions existing in thecompensation motivation. This research found that employees of HUNAN KELIMOTOR CO.LTD in salary management four dimensions satisfaction, namelycompensation level, salary structure, salary system and compensation form is not highand satisfaction in individual dimension exist differences, enterprise existcompensation level low, salary structure unreasonable, salary system formulateoptional and salary payment for lack of transparency of many problems. The paper arealso conducting systematic analysis for the cause of problems. Then, based on theproblems and reason, this paper put forward a series of improved strategies to solvethe problems, such as with the strategic principles for guidance, ensure compensationlevel with internal fairness and external competitiveness; perfecting salary design inproportion coordination, setting the salary structure with performance oriented;formulating scientific and fair salary system, implementing open and transparent salary payment forms, and so on. We hoped that this results has some reference andfunction for the improvement and optimization of salary management in HuNanprovince and our country.