First, the evaluation of post compensation system
"There are many forms of post salary, including post benefit salary system, post salary point salary system and post grade salary system." Their main feature is that they are not interested in people. The post salary system divides posts in strict accordance with certain procedures, and the salary is fixed by posts; The flexibility of scheduling is not very great. However, whenever employees take the post salary for granted and think that their contribution to the company has not been rewarded, it is difficult for the post salary to play its due incentive role. Therefore, we must make corresponding adjustments.
Second, the performance pay system evaluation
Performance pay system emphasizes that the salary adjustment of employees depends on the performance of employees, departments and companies, and takes performance and contribution as evaluation criteria. Wages are directly linked to performance, emphasizing the realization of goals as the main evaluation basis and focusing on results. It is believed that the difference in performance reflects the difference in personal ability and work attitude. Performance pay affects employees' psychological behavior by adjusting the income of excellent employees and poor employees, so as to motivate employees and achieve the purpose of exerting their potential. However, due to many factors affecting performance pay, there are many operational difficulties in the use process. First of all, performance pay may have a negative impact on employees. Sometimes, the use of performance pay will affect the mood of "temporary" employees with poor performance, or even eliminate them, leading to a sharp rise in the management cost of enterprises. Secondly, the effect of performance pay is restricted by many external factors. Third, the evaluation standard of performance pay must be recognized by both employers and employees. Fourth, employees' real satisfaction with the specific scheme of performance pay. Performance evaluation sometimes subjective evaluation is inevitable. The existence of these difficulties affects the effective implementation of the performance pay system to a certain extent, thus reducing the effectiveness of incentives.
Third, the evaluation of the mixed wage system.
"The mixed wage system, also known as the wage system of public institutions, refers to several wage systems that can only be composed of different wage structures." The design of structural salary absorbs the advantages of ability salary and post salary, scientifically classifies different workers, and increases the living part of salary. Each wage unit reflects the different forms and elements of the labor structure, thus comprehensively embodying the principle of distribution according to posts, skills and work, which has played a positive role in mobilizing the enthusiasm of employees, promoting the development of enterprise production and operation and improving economic benefits in a certain period of time.
Fourthly, the evaluation of annual salary system.
The annual salary system has been widely used in developed countries. As a kind of salary method used by top managers, annual salary system is a kind of "full responsibility system" salary. From the perspective of human resources, the annual salary system is an effective incentive measure, which plays a great role in improving performance. The annual salary system has broken through the routine of salary institutions. For senior managers, the annual salary system represents identity and status, which can promote the construction of talents and improve the enthusiasm of annual salary earners. The annual salary system has a certain degree of inhibition on the "59-year-old phenomenon" prevalent in state-owned enterprises.
Although the annual salary system has many advantages, it also has disadvantages. Reflected in:
First, there is no objective standard for the highest and lowest annual salary of senior managers. China is a low-income developing country, which can't catch up with developed countries such as the United States and Britain. Even in China, there are great differences in the level of economic development in different regions. Even in the same area, there are many non-operating factors that cause the gap between different industries and different enterprises, so it does not have much reference.
Second, the establishment of the entrepreneur's professional market and interest risk mechanism is the basic condition for implementing the annual salary system. Under the condition of entrepreneur's professional marketization, authoritative social intermediary agencies are responsible for the collection, registration, evaluation, recommendation and follow-up inspection of senior managers of enterprises. The universal implementation of annual salary system needs the cooperation of internal and external conditions of enterprises. If conditions permit, the annual salary system may have more advantages than disadvantages, and if there are no internal and external conditions, the annual salary system may have more disadvantages than advantages.
Different enterprises implement different salary systems and have different incentive effects. Enterprises should design a reasonable salary incentive system according to their own reality.
Formulate and improve the scientific salary system
The enterprise salary system is the best connection point between a group of factors that induce employees' behavior and the enterprise goal system, that is, employees will be rewarded accordingly if they achieve specific organizational goals.
Formulating and perfecting a scientific salary system is an important decision in management. Therefore, it is necessary to have a complete and formal procedure to ensure its quality:
(1) Principles and strategies for determining enterprise compensation
This is a part of corporate culture, the premise of the latter link, and plays an important guiding role in the latter. On this basis, determine the relevant distribution policies and strategies of enterprises, such as distribution principles, standards for widening the gap, and the proportion of various components of salary.
(2) position analysis
Job analysis is the basis of determining the salary system. The management of an enterprise should combine the business objectives of the enterprise, make clear the departmental functions and post relations, standardize the post system, and draw up the organizational structure system diagram of the enterprise on the basis of business analysis and personnel analysis. The Human Resources Department cooperates with department heads to prepare job descriptions.
(3) job evaluation
Job evaluation focuses on solving the inherent fairness of salary. It has two purposes:
Firstly, compare the relative importance of each position in the enterprise and get the position ranking sequence;
The second is to conduct salary survey, establish a unified post evaluation standard, and eliminate the difference in job difficulty caused by different titles among different enterprises, or even if the titles are the same, the actual job requirements and work contents are different, so as to make different positions comparable and lay the foundation for ensuring the fairness of salary. It is the natural result of job analysis and also based on job description. There are many methods of job evaluation, and the more complicated and scientific one is the scoring comparison method. It must first determine the evaluation elements related to salary distribution and define different scores for these elements. The more popular models in the world, such as Haiyi model and CRG model, all adopt the method of quantitative evaluation of position value, and comprehensively evaluate the position from three major factors and several sub-factors.
Some jobs in large enterprises are above 17, and most small and medium-sized enterprises use11-15. There is a trend of "demotion and distance increase" in the world, that is, the position level in the enterprise is gradually reduced, while the salary level difference becomes larger, showing the characteristics of widening.
(4) Market salary survey
Market salary survey focuses on solving the external fairness of salary. The object of salary survey, it is best to choose a company that has a competitive relationship with itself or similar enterprises in the same industry, focusing on the direction of employee turnover and recruitment sources. The data of salary survey should include salary growth in the previous year, comparison of different salary structures, salary data of different positions and levels, bonus and welfare status, long-term incentive measures and future salary trend analysis.
(5) determine the wage level
Although it is feasible in theory to determine the salary standard of different positions through the design of salary structure, in practice, if every position in an enterprise has a unique salary, it will cause difficulties and confusion in salary distribution and management, and it is not conducive to the management and encouragement of employees. Therefore, in fact, many types of salaries are always combined into several grades, such as posts with less than 200 points as the first grade, posts with 200 to 400 points as the second grade, and so on.
The salary scale depends on the scale of the enterprise and the nature of the industry, and there is no suitable standard for the amount. However, if the number of grades is too small, employees will find it difficult to be promoted and lack incentives. On the contrary, if the number is too large, it will increase the difficulty and cost of management.
In addition, the wage range of each level should be specified, with the lower limit being the starting salary point and the upper limit being the top salary point. The salary range of each grade can be consistent, but it is more common to expand cumulatively with the increase of grade. It is not only inevitable, but also necessary and beneficial that the salary ranges of adjacent grades will overlap, which can make employees get higher wages at a certain level, thus stimulating their enthusiasm for work. However, there should not be too much overlap, otherwise the salary of employees may be reduced after promotion.
(6) Implementation and revision of remuneration
Once the salary system is established, it must be strictly implemented. On the premise of maintaining relative stability, we should also make corresponding adjustments with the changes of enterprise operating conditions and market salary level. From Maslow's hierarchy of needs theory, we know that physiological needs are the basis of a person's survival. Therefore, in the process of motivating employees, managers should provide employees with a satisfactory salary system. This has a fundamental role in the comprehensive use of various incentive methods.