Research On New Generation Salary Incentive And Optimization Strategy

With the development of the times,more and more post-80 s and post-90 s people have come out of the campus and entered the society to become the new force of modern enterprises.This group of people is called "new generation employees".They have traits and values that are completely different from those of the old employees.They more admire individuality,are good at expressing themselves,have the courage to innovate,and desire to be recognized by superior leaders.Not only limited to the desire for material rewards,their corporate sense of belonging,responsibility and dedication are inadequate compared to the old employees.Taking the construction-owned state-owned enterprise where the author is located as an example,these characteristics of the new generation of employees lead to large differences in the stability of human resources.How to mobilize their work enthusiasm,enhance their sense of belonging to the enterprise,and how to effectively improve the human capital value of the new generation of employees who have gradually become the backbone of the enterprise is worthy of our careful study.This article selects the post-85 employees of DQ Company as the main research object.Based on the "Demand Hierarchy Theory"(Abraham Maslow),"Two-Factor Theory"(Frederick Herzberg),and "Expectation Theory"(Victor Vroom)in the classic incentive theory,"Fair Theory"(John Stacy Adams)as the theoretical basis.Using the thematic questionnaire survey and centralized interview to analyze the current salary incentive plan of DQ Company,find out the shortcomings and problems in the incentive plan.The focus is on the analysis of salary incentives and spiritual incentives.In terms of salary incentives,the problem is concentrated in the salary distribution.The nature of state-owned enterprises determines that the salary is determined according to the position and title level.Its salary model and bonus distribution method have the characteristics of "big pot".It is difficult for new generation employees to promote their titles and titles at the beginning of their work,and the expected value of salary income is almost useless.The hidden benefits of state-owned enterprises are usually relatively long-term,and no targeted compensation incentive strategy has been established according to the characteristics of the new generation of employees.In terms of spiritual motivation,the strict management style of the leaders of state-owned enterprises makes it difficult for new generation employees to be praised and recognized by superior leaders in their work,resulting in their lack of initiative and confidence in their work.Coupled with the single channel for job promotion in state-owned enterprises,the career development channel for the vast majority of new-generation employees has only one title left.Through the analysis of the problems of the new generation salary strategy of the DQ Company,the salary incentive plan is adjusted,and the optimization plan is proposed: the establishment of a post salary compensation system suitable for the needs of the new generation employees,the optimization of the performance salary evaluation system,and the addition of special rewards.Benign compensation incentive mechanism.Optimize the training mechanism,establish a career development plan and corporate culture construction suitable for the new generation of employees,and provide guarantee for the optimization of the salary of the new generation of employees.Through optimization measures,we can effectively motivate the new-generation employees of the DQ Company,reduce the human resource costs of the DQ Company,and promote the healthy development of the enterprise.At the same time,we can provide reference for the salary incentives of the new-generation employees of other state-owned enterprises.