Research On Salary Incentive Reform Of N Electric Vehicle Company

Recently,with the deepening of the reform,the government established a number of preferential support policy,to support the emerging industry rapid development,especially contribute to environmental improvement of the new energy vehicle industry,in the policy support and new energy industry is quickly formed from parts to the vehicle manufacturing,from charging service to time-sharing leasing the complete industrial chain.In order to make enterprise changing intensified competition in the market economy to maintain good economic benefits,allows businesses to quickly adapt to the changes and development of the industry,the most important thing is to enhance enterprise’s overall human resource advantage,make the potential of internal talent,and enthusiasm about working for pet show,play a positive role for the enterprise long-term development,achieve the goal of "win-win" enterprises.Talent is the root of enterprise development,the competition between enterprises has developed into the competition for talent,and became one of the most competitive field of each other.If an enterprise wants to continue to be favored by excellent talents and make talents willing to pay for the enterprise for a long time,the key lies in whether the enterprise has a fair and just compensation incentive mechanism that can meet the needs of employees.This paper takes N Electric Vehicle Co.,a representative subsidiary of N Group,a state-owned enterprise in the transition to marketization,as an example,and starts with Adams’ "Equity Theory" and Maslow’s "Hierarchy of Needs Theory" through literature reference analysis,to carry out the research on salary incentive of N electric vehicle Company.This study will follow the conventional analysis mode of finding,analyzing and solving problems,and objectively expound the current salary system,assessment and incentive contents of N EV Company.According to the in-depth research interview and summary of internal stratified classification,it is concluded that there is no perfect management system,no difference in wage distribution,no promotion incentive mechanism and other issues in salary incentive of N EV Company.Further analysis showed that the main cause of these problems is the total wages decision mechanism is lack of flexibility and managers ignore and internal wage inequality.In combination with the company’s background and actual situation,based on the standardized post,the industry salary benchmarking was carried out,the salary structure was unified,and the salary management requirements based on post salary were proposed.From the company strategic goals at the same time,the assessment method combining KPI and GS was used to standardize the assessment management,and the linkage between assessment and salary and incentive was clarified.It has established the internal staff development channel and enriched the staff welfare and care according to the different needs of different staff.It is hoped that this study can improve the confusion of salary incentive in N Electric Vehicle Company,promote the company’s sustained and steady development in the constant change and competition,in addition to other similar enterprises in the aspect of salary incentive of reform for reference.