T Company Compensation Management Problems And Countermeasures

T company is responsible for the planning,construction and operation of local power grid,and is committed to providing safe and efficient power and energy supply for local economic and social development.With the deepening of the state-owned enterprises reformation,T company has changed from the original skill related compensation to the performance related compensation system.It has carried out some practice and exploration in the aspects of post salary determination and performance-based compensation,forming a relatively systematic management process and control system.Restricted by the state-owned enterprise system,there are still many weak links in the construction of internal distribution mechanism of T company,and the efficiency of human capital input-output is not high.How to make full use of compensation incentive role,and effectively mobilize staff morale and team vitality has become an urgent research topic for T company.This paper takes T company's compensation management as the research object,using the methods of questionnaire,literature research and other research methods,combined with relevant theories,to sort out and analyze various situations of T company's compensation management.The existing problems are found as follows:Insufficient internal equity,imperfect channel construction,inadequate assessment and evaluation,unreasonable salary structure and imperfect internal distribution,and the medium and long-term incentive is insufficient.This paper puts forward following solutions: First,Strengthen job analysis and ability evaluation to effectively distinguish the post value and identify the explicit and invisible ability of employees.Second,improve compensation development channels and provide more diversified promotion paths for employees.Third,optimize the performance management to scientifically measure the contribution and output of employees.Fourth,improve the compensation structure,adjust compensation bandwidth,optimize the auxiliary salary,and make the salary system more targeted and operational.Fifth,effectively balance the internal income distribution relationship,closely link salary distribution with performance and team over and short of staff.Sixth,strengthen the medium and long-term incentive,so that the benefits of employees and enterprise effectively binding,stimulate the vitality of employees.Finally,the paper puts forward some safeguard measures to improve the compensation management of enterprises.