| In May 2018,the State Council General Office published the Opinions on Reforming the Wage Decision Mechanism of State-Owned Enterprises,which provided guidance on the top-level design of the wage decision mechanism of State-owned Enterprises.As a regional company under China Construction Second Engineering Bureau Co.LTD,HN Company has been in existence for more than 30 years.However,the overall compensation system has not changed much.In order to fully stimulate human resource activities,it is imperative to reform the compensation system,whether following the national policy guidance or based on the actual development of the enterprise.This paper takes the HN Branch of China Construction Second Engineering Bureau co.,LTD.,a large state-owned construction enterprise as the research object,The methods of literature review,interview,questionnaire survey and comparative analysis were adopted,Starting from the salary management of basic staff in the project department,combined with the external environment and industry development,according to the actual situation of the enterprise,this paper puts forward the problems existing in the salary management of basic staff in the project department,for example: the employee turnover caused by the salary problem is serious,the post salary setting is unreasonable,the salary level is not clear,and the performance appraisal incentive is not linked with the salary distribution.The reasons for the above problems are analyzed as follows: insufficient incentive of salary;salary structure does not reflect difference;management of rank and salary level is not standardized;assessment and incentive mechanism is not perfect.Based on relevant theories,this paper targeted to optimize the current salary plan from the aspects of job analysis,job description,employee career management,promotion of rank salary,salary structure adjustment,etc.,and determined the company’s overall salary strategy on the basis of fully investigating the salary level in the industry market.Adjust the existing welfare subsidy reasonably according to the difference of economic level among the subordinate branches,and balance the relative income of employees;Conduct career management for employees,standardize rank promotion and salary adjustment;Strengthen the application of performance appraisal results,set the active elimination rate,break the "equalitarianism" situation;We will launch the professional talent growth and promotion channel and make clear the assessment and management mechanism for the salary increase of professional talents.Finally,through the comparative analysis of the old and new salary schemes,combined with the unique corporate culture and corporate governance structure of HN Company,the organization and publicity and implementation guarantee are proposed,and various supporting systems and policies of the Human Resources Department are improved to ensure the implementation of the optimized scheme.The purpose of this paper is to promote the scientific and rational distribution of salary through the optimization of salary scheme,to realize the co-movement of salary and economic benefits,to realize the mechanism of salary increase and decrease,and to improve the internal fairness of salary distribution,to stimulate the enthusiasm of the project staff officers at the grass-roots level to start their own business,to strengthen the cohesion of the project team,and then to guide the project managers from paying attention to the scale,the total amount of profits,to paying attention to the per capita efficiency level,and finally to the input-output ratio,for the high-quality development of enterprises to absorb and reserve high-quality talent team,to help the sustainable development of enterprises,for the same type of enterprises in China in salary management to provide a reference. |
