Research On The Optimization Of Employee Compensation System In J Company

At present,the competition in the domestic oil transportation industry is fierce,and there are a large number of oil transportation enterprises.At the same time,the joining of oil pipeline transportation has intensified the competition among enterprises,The traditional oil transportation enterprises are facing new challenges in management,ideology and human resource structure.J company is a small and medium-sized private enterprise mainly engaged in transportation of oil.At present,its business development is stable and growing year by year.However,it is quite different from the requirements of modern enterprises in terms of management concept,operation mode and enterprise culture.As an oil transportation enterprise,the number of grass-roots and front-line employees is very large.Due to the serious equalitarianism in the existing salary system,the employees' sense of competition is not strong,the work enthusiasm is not high,and the personnel mobility is also very large,which seriously affects the stability of the company's talent team and the improvement of economic benefits.Therefore,it is of great practical significance to optimize the existing salary system of J company,build a fair,efficient,flexible and competitive salary system,and give full play to the role of salary system in mobilizing the enthusiasm of employees.This paper takes J company as the research object,on the basis of combing the salary theory and related literature,using the equity theory,expectation theory,two factor theory and wage difference theory,combined with questionnaire survey and data statistics method,first analyzes the basic status of J company's salary system,as well as the existing problems of large salary gap,single compensation form and performance salary incentive There are five problems: the effect is not obvious,the salary increase channel is narrow,and the occupational safety vacancy of front-line staff.Secondly,it analyzes that the main reasons for the above problems are that enterprises ignore the post value of grassroots employees,do not understand the demand and preference of employees' compensation,formalize performance appraisal,imperfect promotion system and backward management concept of non economic compensation.once again,in view of the problems existing in J company's salary system,From six aspects of post value evaluation,salary level,salary structure,economic salary,non economic salary and related salary system,this paper puts forward the optimization and improvement scheme,in which the post value evaluation is carried out by factor scoring method,the salary level is optimized by follow-up salary strategy,and the salary structure,composition and system are optimized according to the actual situation of the enterprise.In order to implement the optimization scheme,the paper finally puts forward some safeguard measures,such as establishing a modern salary management concept,perfecting the welfare system,ensuring that the performance appraisal system takes root,paying attention to the non economic salary needs of employees,and strictly controlling the promotion process.This paper optimizes the salary system of J company,which makes the optimized salary system meet the salary demand of employees to some extent,improve the satisfaction and enthusiasm of employees' salary,and benefit the stable development of the company.At the same time,it provides ideas and reference for other similar types of enterprise salary system optimization.