Research On The Reconstruction Of Compensation Management System Of STY Company,a Small And Medium-sized Manufacturing Enterprise

Wire and cable products are the important basis of the development of various industries in the national economy and the necessary physical carrier of the national energy structure adjustment and information transformation.As a small and medium-sized manufacturing enterprise,STY company has been specializing in wire and cable manufacturing since 2000,which is mainly used for supporting white goods,industrial equipment and automobiles.In the past two decades,STY has fallen into the bottleneck of transformation and upgrading from the stage of rapid development.Its business revenue has increased from 20 million yuan at the beginning to 160 million yuan at the peak,and then dropped to 70 million yuan now.In every change in this process,the adjustment of human resource allocation is the key node,but the industry and the size of the enterprise limit the investment of STY in human capital.In today’s fierce competition,the wire and cable manufacturing industry has long been a red sea of market competition.The low profit margin and small and medium-sized scale make it impossible to completely copy or quote the salary management system of large enterprises in terms of salary level,salary setting and salary structure.Under the premise of limited resource allocation,the flexible and effective reconstruction of STY salary management system will greatly improve the efficiency and success rate of enterprise upgrading and transformation,and provide a solid development platform for STY to find opportunities and create opportunities for its follow-up red sea survival.At the same time,it is expected that some general operating methods obtained in this paper can provide some thoughts and practices for the design of compensation management system suitable for the characteristics of small and medium-sized manufacturing industry.This will bring a new idea to many small and medium-sized enterprises who are accustomed to adopting cost-cutting measures in human resource allocation.It will also enable them to reduce labor disputes and improve enterprise cohesion and competitiveness in the future development of the company.Paper by the method of literature research,in-depth interviews,case analysis and so on,analyzed the STY company the current problems existing in the compensation management system,including compensation project Settings to distinguish the degree of difference,severe homogeneity,salary gap between small,poor flexibility,project is multifarious,etc.,which makes the incentive compensation structure effect is poor,low contribution associated validity of compensation management system.On the basis of referring to Dr.Xiong junfeng’s "3P1M" four-dimensional compensation structure model,this paper combined the theory of self-determination and considered the limited human capital input of small and medium-sized manufacturing enterprises,and finally put forward the "2M1PL" pyramid compensation management model.This model reduces the correlation between people and posts,mainly focuses on the completion of specific affairs generated in organizational business activities,and establishes work lists by classifying and identifying the affairs within the organization,calculating the workload,and contributing correlation,so as to stimulate the subjective initiative of employees in work.This paper USES the "2M1PL" pyramid compensation management model to reconstruct the STY company’s compensation management system at three levels,so as to activate the rigid human resources in the organization.