Study On The Optimization Of Comprehensive Compensation Incentive For Non-Line Production Employees In YD Company

In today’s increasingly fierce competition in various industries,talent is one of the most important development capital of an enterprise,and it plays a very important role in influencing the core competitiveness of an enterprise.As a representative of the largest domestic bus manufacturing enterprise,the production line employees of YD Company account for more than 50% of the total number of employees,and the production line employees are divided into two categories: assembly line and non-assembly line according to the production line where they are located.The production line employees are divided into two categories: production line and non-production line,and the non-production line employees are less motivated in salary management than the production line employees.Therefore,it is very important for YD company and its employees to develop a set of motivating compensation plan for non-line production employees to quickly enhance the motivation and competitiveness of employees.This paper takes YD company as an example,and takes non-line production employees as the research object.From the actual situation of the company,we compare and analyze the different characteristics and differences between line and non-line production employees,and identify the problems in motivation of non-line production employees in YD company by questionnaire survey of employees and field interview of important people.The problems that need to be solved are: unreasonable salary structure,insufficient incentive of variable salary,lack of fairness and competition among production line employees,and incomplete non-economic incentive.Based on the above problems,this paper analyzes the problems and makes suggestions for optimization based on the comprehensive salary theory,comprehensive salary incentive model and four types of salary incentive theory: First,choose the value-win salary strategy to link employees’ salary with corporate profit to enhance the salary incentive;second,optimize the economic salary,such as reducing the proportion of fixed salary to optimize the salary structure and increasing the proportion of variable salary.The third is to increase non-economic incentive,such as increasing staff training incentive,honor incentive,care incentive and other spiritual incentive combination to stimulate employees’ potential in all aspects.At the same time,this paper also proposes the transitional guarantee mechanism in the early stage of the optimization reform and the institutional guarantee mechanism in the later stage to ensure the smooth implementation of the optimization measures.