Salary Management-Manage Roles
Salary is not only related to the cost control of enterprises, but also closely related to the output or benefit of enterprises. Although salary itself can't bring benefits directly, it can create enterprise wealth and economic benefits through effective salary strategy and practice, combined with salary exchange for laborers' living labor, labor force and means of production. In this way, salary is inseparable from the economic benefits of the enterprise and has value-added function for the enterprise.
Salary is a tool of human resource management in enterprises. Managers can reflect and evaluate employees' job performance through effective salary strategy and its practice, that is, reward employees with different job performance, thus promoting the improvement of employees' work quantity and quality, protecting and motivating employees' work enthusiasm and improving the production efficiency of enterprises.
More and more attention has been paid to the incentive function of salary, which has become the research focus of modern corporate governance. Whether the salary incentive mechanism is reasonable is related to the enthusiasm of employees, the performance of the company and even the future development of the company. The ways of salary incentive can be roughly divided into two forms, namely, short-term incentive modes such as annual salary, bonus and allowance, and medium-and long-term incentive modes including equity incentive, restricted stock, stock appreciation rights, management shareholding and incentive fund.
When it comes to the medium-and long-term incentive model of equity incentive, bosses and employees have different views: company bosses usually think that equity incentive is to implement the company's development vision and boss's business philosophy; From the perspective of employees, equity incentive belongs to the category of salary in enterprise management, and they hope to reflect their human capital value. Generally speaking, the salary incentive in the form of equity incentive can balance the different pursuit of long-term and short-term interests of bosses and employees, so as to achieve a win-win situation.
It can be seen that enterprises can play the guiding role of salary strategy, rationally allocate and coordinate human resources and other resources within enterprises through management means such as changes in salary levels, and pass on enterprise goals to employees, thus promoting the integration of employees' personal behavior and organizational behavior.
Wages can be used to obtain "the needs of material objects, security, social relations and respect, and the satisfaction of these needs can also meet the needs of self-realization to a certain extent." Therefore, through effective salary strategy and practice, salary is no longer just a certain amount of money, but also reflects employees' ability, conduct and development prospects in the enterprise, so as to give full play to employees' potential and ability and realize their own value.
Salary management-management theory
Content-based motivation theory
Content-based motivation theory focuses on the factors that affect work motivation and how to meet people's needs.
(1) Maslow's hierarchy of needs theory 1) Physiological needs (2) Safety needs (3) Social needs (4) Respect needs (5) Self-realization needs.
(2) Hertzberg's two-factor theory The two-factor theory of American psychologist Hertzberg holds that something can cause satisfaction when it exists, but it will not cause dissatisfaction when it is lacking, but it will not be satisfied; Some things are not satisfied when you have them, and they will cause dissatisfaction when you lack them. The former is called "incentive factor" and the latter is called "health care factor".
Process theory
The motivation theory based on process mainly studies the process from individual motivation to specific behavior. These theories try to clarify people's understanding of efforts, achievements and rewards in order to better motivate employees.
(1) Expectation Theory According to the expectation theory of American psychologist Fromm, the degree of motivation of a goal is influenced by two factors: one is the target valence, that is, people's subjective judgment on how valuable it is to achieve the goal. If achieving this goal is valuable to people, then people's enthusiasm will be high; On the contrary, the enthusiasm is low. The second is expected value, that is, people's subjective estimation of the possibility of achieving this goal. Only when we think it is possible to achieve this goal will we strive for it, so as to give full play to the incentive function of the goal to a greater extent; If the possibility of achieving this goal is considered to be very small or even impossible, then the incentive effect of the goal is very small or even impossible.
(II) Strengthening Theory Skinner, a professor at Harvard University in the United States, believes that human behavior is only a response to external environmental stimuli and is regulated by external environmental stimuli. Changing stimuli can change behavior. Effective motivation can strengthen a certain behavior of people, so managers can effectively stimulate the enthusiasm of employees through various strengthening means. In management practice, there are three commonly used strengthening methods, namely, positive strengthening, negative strengthening and desalination strengthening, which can be applied individually or in combination.
(3) Equity theory Equity theory was put forward by American psychologist Adams. The basic view of this theory is that people's enthusiasm for work is not only related to the actual remuneration of individuals, but also closely related to whether people feel fair about the distribution of remuneration. People will always consciously or unconsciously compare their labor costs and rewards with others, and judge whether they are fair or not. The sense of fairness directly affects people's work motivation and behavior. Therefore, in a sense, the process of motivation is actually a process of comparing people, making fair judgments and guiding behavior accordingly.