Research On Salary Scheme Optimization Of Middle-Level Managers In Dongben Company

Dong Ben is a Sino-foreign joint venture automobile manufacturing enterprise.Since its establishment,Dong Ben Company(DBC)has adhered to the talent management concept of the common growth of employees and enterprises,and trained a group of middle-level management talents with the advanced management concept and technology of international automobile enterprises.New energy vehicle sector has seen explosive growth in recent years,middle-level managers appear the trend of slack and loss.Middle-level management talent team is the core component of the company’s human capital and an important part of the company’s competitiveness.It is necessary to formulate countermeasures to retain the core talents,at the same time encourage the middle-level managers to embrace the development trend of "intelligence,network connection,electrification",and actively learn to improve the management skills and cognitive level of the new trend,in order to ensure that the realization of the company’s medium-term transformation and development plan.This article takes DBC’s middle-level managers as the research object,using the theories of compensation scheme optimization as research basis,through the industry survey,questionnaire and in-depth interview,explores the compensation scheme of DBC’s middle-level managers from three aspects: salary level,salary grade and salary structure,analyzes the reasons and puts forward the countermeasures.To solve the problem of insufficient competitiveness of salary level,the key reasons such as insufficient attention of newly promoted personnel,untimely salary matching,and fixed salary adjustment mechanism were discussed.The dynamic salary survey adjustment mechanism was systematically developed to optimize and improve competitiveness.To solve the problem of setting unfair salary grades,we should start from the main reasons such as ignoring the channels of management positions,large differences in vertical salary levels,and focusing on the years of service,so as to clarify the positioning of job personnel and improve the job description,optimize the job levels and salary gap to improve the fairness.To solve the problem of unreasonable solid float ratio of salary,we start from the main reasons such as incomplete and unscientific assessment,insufficient incentive of bonus and low float ratio.By improving the assessment system and strengthening its linkage mechanism with floating salary,we can improve the rationality of solid float ratio of industry benchmark.Through the implementation of the above optimization countermeasures,the competitiveness and effectiveness of the compensation scheme of middlelevel managers has been effectively enhanced.It lays a solid foundation for promoting the middlelevel management team to challenge to high goals,maximizing the company’s interests,and ensuring the smooth implementation of the company’s medium-term strategic transformation.DBC is a representative Sino-foreign joint venture automobile manufacturing enterprise in China,and the challenges and issues faced by the company are universal.With the continuous development and maturity of the automobile manufacturing industry and the evolution of the intelligent manufacturing wave,the level of human resource management has become an important factor restricting its transformation and development.Whether or not to develop an effective compensation scheme to activate the middle-level management team to cope with the changes in the internal and external environment has become a priority issue for enterprises.The research conclusion of this article can provide reference for the optimization of middle-level managers’ compensation scheme in the same type of Sino-foreign joint venture automobile manufacturing enterprises,and enrich the application practice of compensation related theories in such enterprises.