Compensation System Optimization Research Of LX Company

The 21 st century is the era of knowledge economy,the core competitiveness of enterprises is talent,and salary,as an important means of encouraging talents,plays an irreplaceable role in human resources management.In the 40 years of reform and opening up in China,the market economy continues to be active,and it can be seen that more and more small and medium-sized private enterprises have gradually become an important part of the economy from the initial economic supplement.In the early days of their establishment,these enterprises often take survival,development and profit as their primary objectives.The managers of the enterprises rely on their personal charm and the spirit of struggle to strive for a sustained development of the market,obtain customers,and complete the accumulation of the original capital.In this stage,enterprise bosses often ignore human resources management,the lack of compensation system within the enterprise,pay employees in most cases have the boss personally decided,there is a lot of arbitrariness.However,when the development of enterprises is gradually on the right track,the problems caused by the lack of human resources management will be exposed one after another: because the work done by employees in the same position is similar in content,but they get different pay,there is no fairness.Because of the long-term lack of external salary research,in the lack of competitiveness of external compensation,the staff turnover is serious,and the posts can not be absent for a long time because of the long-term lack of external salary research.Because the boss thinks that the compensation is only the corresponding compensation to the employees,the incentive effect of the compensation cannot be released,and the employees lack the concentric force and the sense of belonging.Therefore,how to use the salary to realize the continuous development of enterprises,to create talent echelon,is very important for the private small and medium-sized enterprises.Founded in 1988,LX is located in the YH Economic Development Zone of S Province.It is the first private enterprise in S Province to produce rubber sealing strips and engineering rubber products.Mainly engaged in bridge support,bridge pre-buried parts,rubber seal strip research and development,production,sales and installation.After more than 30 years of development,LX has gradually expanded the scale of the enterprise,rapid expansion of business scope,products covering more than 20 provinces in China,and opened up the market in Europe and the United States.In 2018,the overall sales of the enterprise broke through 250 million yuan.In the private small and medium-sized enterprises,LX company has certain representative: On the one hand,the market share of the enterprise is constantly increasing,and the personnel configuration continues to expand;on the other hand,the salary management system of the enterprise is relatively lagging,and the internal lack of a reasonable incentive mechanism to mobilize the enthusiasm of the staff,resulting in staff turnover rate,Employee satisfaction continues to decline.In view of this situation,this article will take the compensation system of LX Company as the research object,combine the salary management,the compensation system design related theory,on the basis of analyzing the present situation,put forward the feasible solution.