The Study On The Salary System Reform Strategy Of Jiuzhou Garden Engineering Company

Salary satisfaction is an important factor affecting employee job attitudes and job performance, is an important content of management is the enterprise human resources management. Take the enterprise human resources management personnel as the enterprise human resources management functions, moderncity construction itself cannot do without greening, landscaping, ecology,especially in the city modernization, greening and landscaping works to improve the city’s ecological system, improve the image of the city and promote the citybusiness has a role can not be ignored.In this paper, Jiuzhou garden Engineering Limited company(“J” Co. Ltd) as the research object, "J" is a small garden engineering enterprises, statistics and ends on December 31, 2013, "J" company has 30 employees, organizational structure of the core personnel 28 people, in view of the core staff to play a critical role in the development of enterprises, this paper has done all the research on 28 people.selects the compensation change management as the research scope,through the questionnaire survey and the interview method to get the salary system of “J” Co. Ltd, the lack of planning, credibility and are not scientific enough, variable pay not enough incentive, salary andsalary increase mechanism shortage problems, then in view of the problems found in the questionnaire survey, combined with the “J” Co. Ltd for the next five years to become a strategic goal stateenterprise level construction and Tianjin city’s largest flower cultivation base of the standard, the company should implement "talent strategy to retain talent,talent training, talent", it has to reform the existing salary system. The reform of the salary system for the specific design, set up group salary system reform, to design a performance appraisal system from the evaluation method of evaluation index, index weight, and the implementation of four aspects; the salary structureincludes basic salary, allowance, post allowance, performance salary, equity incentive, personal occupation development, by 3 months, half of the frequencyto implement the control and negotiation mechanism on compensation level;compensation growth mechanism, focus on the introduction of broadband salaryidea, reflect the growth mechanism of each post salary.From the Angle of the salary management of salary communication, explained the "J" the implementation of the compensation change, and the implementation effect is evaluated.Because there is a great lack of himself on the ability and level, at the same time, a lot of data collection is not comprehensive, this article on the study of "J" company salary change strategy main shortcomings.The next step needs to be more specific and detailed understanding of the "J" existing problems after the implementation of company;For new salary strategy after the implementation of feedback, and constantly improve salary strategy, implement repeatedly, repeatedly improvement and progress.