Optimization Of Performance Salary Management System For T Company's Clothing Designers

The ultimate goal of enterprises is to create profits and achieve sustainable development.Human resource is one of the key factors to meet this goal.Optimization of human resource management indicates to make the fullest use of the value of human capital.The combination of a set rigorous and just performance evaluation approaches and a reasonable salary system would help to tap the potentials in employees and best allocate human resources,thus creating greater value for enterprises.Demands for clothes as one of the necessities in life earn the clothing industry a sizable market share for its long-term sustainable development.With further progress of society,the business models of the clothing industry have become increasingly refined.T Company as an independent design and marketing brand exemplifies a typical model in this industry today.With this model,the creativity of designers is the core resource of enterprises.Analysis and optimization of the performance and salary management for fashion designers thus becomes particularly essential.With T Company as the study object,this paper discusses problems with the performance and salary management for fashion designers at T Company and comes up with corresponding solutions.First,leading domestic and foreign performance and salary theories are summarized;the procedures and purposes of performance and salary management are discussed in detail;and popular performance and salary management models are introduced.The history of performance and salary management is explored thoroughly so as to lay the groundwork for performance and salary system design.Then the background of the clothing industry and the current conditions of T Company are introduced,including the organizational chart of the Company.The Design Department is discussed in detail.In addition,in-depth investigation and analysis of the performance and salary management conditions for designers of T Company are made based on literature review and interviews.The findings suggest that the key issues with the performance and salary management system of T Company lie in unquantified performance evaluation indicators,unclear evaluation procedure and unreasonable evaluation structure,which make the original performance and salary model less motivating.The failure to realize the importance of performance evaluation would result in a lack of passion for work.The value of human capital can therefore not be tapped fully.This paper proposes detailed solution to optimize the original performance and salary system.Firstly,the monthly performance evaluation indicators are re-designed to further classify quantifiable evaluation indicators.Encouraging pattern is designed to better motivate designers to create better value.Secondly,the semi-annual performance bonus is identified to safeguard the interest created by designers and make the evaluation methods more just.Last but not least,the annual 360-degree performance evaluation system is established to present the overall performance of designers.Requirements on the evaluation process are proposed to ensure the implementation of the newly designed system.The performance plan should help enhance the designers’ understanding about performance evaluation.Guidance and training should be provided.Performance evaluation is not a once-for-all matter.The evaluation system should be improved and updated to realize better development of the company.Promotion and implementation of the new system requires steady efforts.The competitiveness of the company would be strengthened with these efforts.