The Salary System Optimization Of GCSS,a State-owned Joint-stock Company

With the Convening of the Fifth Plenary Session of the 18 th Central Committee of the Communist Party of China,the wave of the economic system reform was lifted again.Reform is the ultimate power to nurture and release the market's energy,promote the sustainable and healthy development of economy and society.The state-owned joint-stock company should build up the mechanism to tackle the problems aroused in the economic and social development,deepen reform comprehensively,strengthen the consciousness of reform,and improve the ability of reform accordingly.Now the reformation of state-owned enterprises,which take up a key role in the field of the national economy gradually steps into a mature stage.On the other hand,the stateowned enterprises are facing the increasingly fierce market competition.To face the increasingly fierce competition,it is necessary for state-owned enterprises to establish their own unique internal and external competitive advantages.The typical internal competitive advantage is to develop effective business strategies,and establish a scientific and effective organizational structure.If an enterprise wants to guarantee the implementation of the strategy and realize the reasonable and effective design of organization structure,it cannot bypass the basic condition of human resources.And one factor of the human resources which can help ensure the incentive effect is the enterprise salary management.Based on this,the enterprise's salary management system,which is designed for enterprise and which is the foundation of salary system,has a peculiarly important position.And in addition,for an enterprise,the salary not only just influences the economic interests of employees,but also affects the enterprise's overall operating efficiency.GCSS is a state-owned joint-stock company which contains three state-owned enterprises,and it mainly engages in mining and sales of river channel sand.By diagnosing the salary system of GCSS,this study found that the internal implementation of the compensation system cannot match the enterprise's strategy,and the salary system doesn't reflect organizational justice and incentive effect.What's more,salary level can't embody the value of the position and the personal contribution.Moreover,staff's promotion channels is narrow,and the staffs can only rely on improving education and working fixed numbers of years to get a promotion and pay increase.In addition,there are also problems about the welfare system and unequal pay.Based on the previous statements,the study is divided into the following parts.Firstly,this study explores the theoretical basis of compensation system optimization design based on compensation theories,compensation management theory and pay system related theory.Secondly,based on the characteristics of the state-owned enterprises and the industry,this study analyzes the present situation and problems of the salary system.Thirdly,on the basis of enterprise's strategic business objectives,this study formulates GCSS company's compensation strategy,analyzes and evaluates the positions of the GCSS company.Based on these analysis results,this study designs the salary system of the company and has done a feasibility analysis.Fourthly,this article establishes guarantee strategies from several aspects in order to guarantee the effective implementation of the compensation system.Finally,this study summarizes and sublimated the theme.