Research On The Optimization Of The Salary System Of ET Company’s External Staff

A university-run enterprise is as a legal body of enterprise established by a university with the advantages of disciplines and resources.It plays an important role in maintaining and increasing the value of state-owned assets,transforming scientific research results,and promoting the industrialization of science and technology in universities and colleges.However,with the continuous deepening and development of the market-oriented reform of China’s state-owned enterprises,problems of internal human resources management in university-run enterprises have become increasingly highlighted,and the reform of the salary system needs to be urgently promoted.Because university-run enterprises often neglect the salary management of external employees,staffs enthusiasm for work is low,and it is difficult to attract and retain outstanding talents.University-run enterprises have serious problems such as lagging and rigid salary system for external employees,insufficient job analysis and job evaluation,inconsistent salary levels with employees’actual value contribution,and absent fairness in salary distribution,which make it difficult to play the incentive effect of compensation.Therefore,it is an inevitable trend to solve those problems about the salary in university-run enterprises,stimulate the enthusiasm and initiative of employees,and upgrade and optimize the salary system of university-run enterprises.The research object selected in this article is an ET company,a small and micro university-run and state-owned sole proprietorship enterprise in its early stage.Based on the development of the ET company,this article conducts a comprehensive analysis of the business layout,organizational structure,position settings,and basic composition of staff in the ET company.This article analyze the existing problems of compensation system about external employees in the ET company in details by the method of investigation and interview,and find that in the ET company,salary level is far lower than the market level,salary system lacks external competitiveness and internal fairness,performance salary disconnects with individual performance,and no incentive mechanism.Combined with the development strategy of the ET company,this article uses Factor-grading Method to classify the company’s positions by job analysis and position evaluation methods,,and finally completes the design and optimization of the compensation strategy,compensation structure,compensation incentives and compensation adjustments.Based on the study of incentive theory in compensation theory,the article focuses on the design of performance compensation and non-remuneration benefits,focusing on the design of incentive factors and employee growth needs,and achieving the unification of employees’ corporate goals and personal development through diversified incentive methods.It is based on internal fairness through questionnaires and interviews.It is linked to personal performance and implements different salary management salary systems for people in different positions.We implemented a market-following compensation strategy as a whole,increased key position compensation,combined general benefits with non-remuneration benefits,and established a dynamic compensation management mechanism.The optimized salary system is guided by post value.We implemented a market-following compensation strategy as a whole,increased key position compensation,combined general benefits with non-remuneration benefits,and established a dynamic compensation management mechanism.The optimized salary system is guided by post value.Finally,a position-value-oriented compensation system is implemented to help the ET company achieve optimal configuration of personnel,stabilize the team,improve the team’s performance level,and continue to develop in the modern enterprise competition.