| With the deepening of the reform of state-owned enterprises,the reform of the salary system of state-owned enterprises has been continuously promoted,and the design of the salary system has been attached great importance.For a long time,there are still some drawbacks in the salary management of state-owned enterprises in our country,and the traditional salary system also presents the phenomenon of "big pot rice",with insufficient incentive effect and a large number of redundant employees,resulting in low market competitiveness;lack of fairness in salary distribution,serious disconnection between the salary level of employees in core positions and the market;the salary level does not correspond to the actual value contribution of employees,resulting in the low enthusiasm for work.Salary management is the core link of human resource management,which is of great significance to stimulate the enthusiasm of employees,unite the hearts of enterprises,improve the efficiency of enterprise management,and promote the development of enterprises.G company is a competitive subsidiary of state-owned enterprises in the power grid industry,which is in the critical period of strategic transformation.In order to conform to the strategic goal of enterprise transformation and development,it is necessary to speed up the expansion and development of competitive business.However,the compensation management of competitive subsidiary G still refers to the original or the traditional compensation management system of the original enterprise,which is no longer in line with the law of market development and the requirements of high-quality development.If G company wants to survive in the incentive market competition environment,the market-oriented compensation reform is imperative.This paper takes G company’s salary system as the research object,comprehensively combs the relevant theoretical knowledge of salary management and performance-based salary,and finds out the problems existing in the salary system by means of survey statistics and case analysis.The main problems are that the incentive of the salary system is not enough,there is no effective assessment method,the post skill salary cannot represent the actual contribution of employees,the blocked promotion channels of employees,and the insufficient training intensity of employees.Combined with the different functional orientation and economic benefits of the enterprise,optimize the internal salary distribution mechanism of G company’s executives and employees,so that the executives of the enterprise are linked with the employee’s salary and performance appraisal.The employee’s salary is based on the post value,based on the performance contribution,and the salary system is designed scientifically..In this paper,through scientific design to form a performance-oriented and market-oriented compensation management mechanism which is suitable for market competition.The optimization design of G company’s salary system should adhere to the principles of unity,flexibility,gradualness and compulsion.At the same time,to optimize the implementation of G company’s compensation system design,we should improve the compensation management system,improve the performance appraisal system,set up the monitoring system,strengthen the transparency of management,strengthen communication and publicity,and establish advanced corporate culture.To promote the market-oriented compensation management of G company,mobilize the enthusiasm of employees and release the vitality of the enterprise are conducive to enhance the core competitiveness of G company’s competitive subsidiaries,and provide methodological support for the market-oriented compensation management of other state-owned enterprises and their competitive subsidiaries. |
