| In the face of increasingly fierce competition in the automotive industry,Danyang Hua En Company’s operation are in an unfavorable situation.Especially in terms of human resources,professional and technical talents frequently change jobs,and core talents are drained seriously.Facing the cruel market environment and potential crises,Danyang Hua En Company adjusted the organizational structure of engineering and quality team,set up Cross Functional Team(hereinafter referred to as CFT),integrated internal and external resources in a team mode to meet customer demand and respond to environmental changes.In order to further stimulate the enthusiasm of CFT team members,give full play to the comprehensive potential of team members,solve the problems of retaining talents and making good use of talents,this paper applies the improvement of salary incentive policies as the starting point to explore the optimization and improvement of human resource management of the CFT of Danyang Hua En Company,lay a good talent foundation and a positive atmosphere of responsibility for the company’s sustainable development.Based on the introduction of domestic and foreign salary incentive theory,this paper takes Danyang Hua En Company’s CFT members as samples and conducts in-depth analysis of the salary satisfaction and salary incentive status of CFT members through questionnaire surveys and interviews.After data analysis,it was found that Danyang Hua En Company has many problems in CFT salary incentives,such as lack of external competitiveness in salary level,low salary increases,unclear performance appraisal indicators,lack of employee participation in the performance appraisal process closely related to salary,salary incentive effect is not obvious,and salary is not closely related to employee skill development.Based on the above problems,the paper proposes measures to optimize the salary incentive orientation,improve the salary level,optimize the salary structure,and improve the remuneration method. |
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