Reasonable salary management system is based on reasonable performance management and assessment, and designing a salary system suitable for enterprise production and operation is the embodiment and inevitable result of effective performance management. Enterprise managers must have a deeper knowledge and understanding of reasonable salary management in order to realize effective management of enterprises. Managers should strengthen communication with employees and let employees participate in salary management and design. A reasonable salary management system should reflect internal fairness and external competitiveness. Only by truly establishing a salary management system that satisfies both employers and employees can we win, and this reasonable salary management system will certainly provide an important guarantee for the sustainable and healthy development of enterprises.
First, performance management.
With the global economic integration and the deepening of China's economic system reform, the market competition faced by enterprises today is becoming more and more cruel, fierce and complicated. Human resource management plays an increasingly prominent role in enterprises, and most enterprises pay more and more attention to human resource management, especially performance management and performance pay management. Performance management and salary management, as management ideas and management tools, have been practiced by many enterprises abroad for many years, but domestic enterprises introduced this concept relatively late, which is not ideal from the specific implementation process. On the one hand, because most of these methods come from the research results of foreign scholars, domestic enterprises exist in the process of introduction and implementation? Not acclimatized? And then what? Dyspepsia? Situation. On the other hand, there are many problems in the design of salary system in the process of performance management in domestic enterprises. How to design a salary system suitable for the production and operation of enterprises and really play the role of performance management needs constant exploration and practice.
Second, the meaning of performance management
Performance, from the perspective of management, is the result of organizational expectations and the effective output of organizations to achieve goals at different levels. It includes personal performance and organizational performance. The realization of organizational performance should be based on the realization of personal performance, but the realization of personal performance does not necessarily guarantee the performance of the organization. As long as everyone meets the requirements of the organization, the performance of the organization will be realized. Performance management is the specific activity of performance development and implementation, and it refers to the continuous process of identifying, measuring and developing individual and team performance and keeping these performances consistent with the strategic objectives of the organization. Performance management emphasizes the consistency of organizational goals and personal goals, and emphasizes the synchronous growth and formation of organizations and individuals. Win more? Situation; Performance management embodiment? People-oriented? In all aspects of performance management, managers and employees need to participate together. Therefore, performance management is a complete management process, mainly focusing on information communication and performance improvement. Emphasis is placed on communication and commitment in advance, and performance management accompanies the whole process of management activities. The key to the implementation of performance management in enterprises lies in the establishment of strategic performance management and performance compensation system. In addition, enterprise performance management should also pay attention to the changes of internal organizational structure and the adaptability of external environment, and strengthen internal and external coordination and communication capabilities.
Third, the meaning of performance pay
Salary is an important expenditure of enterprises. Whether the design of salary management system is scientific or not directly affects the efficiency of human resources and labor productivity of enterprises, and then affects the sustainable development of enterprises. Performance pay is often used to link performance with salary, aiming at encouraging employees to work better. This salary system was first established by? Father of scientific management? Frederick taylor proposed. In fact, enterprises need such a performance-based salary model, and its performance indicators should be consistent with salary, that is, salary should be determined by performance. However, it is necessary to find a suitable balance between performance and salary, and correctly grasp this balance point, which can not only ensure employees' stable working mentality and basic living income, but also ensure employees' fighting spirit and morale. On the contrary, if this balance point is not well grasped, it may increase the psychological instability of employees and dampen their enthusiasm for work. It is a loss to the enterprise and the employees themselves.
Performance pay, as an incentive pay system, has its own particularity. First, performance pay pays more attention to performance pay and long-term pay. Wages are linked to employees' work performance, and employees' performance is linked to their final salary. For employees of enterprises, managers need to guide employees to prepare for long-term career development, strengthen employees' sense of belonging and loyalty to the enterprise, advocate medium and long-term performance pay incentives, and pay attention to effective communication and emotional cultivation among employees. Second, the performance pay target should be consistent with the long-term development strategic goal of the enterprise. The future development of enterprises is related to the long-term interests of employees. When making reasonable salary, we should consider the vital interests of employees, especially the relationship between salary target and enterprise development. A reasonable salary system can make employees maintain a good sense of corporate loyalty and belonging. Third, the performance pay system should fully reflect its flexibility and have relative flexibility. Compared with traditional salary, performance salary in modern sense is to stimulate and motivate employees' behavior by adjusting the income of employees with good performance and poor performance, so as to maximize the potential ability of employees. In the salary culture of different enterprises, the salary reform implements a unified salary standard according to the specific situation. Integrate from the technical level, system level and strategic level of the enterprise. Then integrate the trinity of position, ability and performance to promote the harmonious development of enterprises.
Fourth, the problems and countermeasures of salary management
Performance management is a relatively complete system, and performance pay is an integral part and a link in this system. Performance management is a process that pays attention to all aspects of management. At the same time, performance management is also forward-looking, which can help enterprises solve difficult problems encountered in the short-term or long-term development. Salary management is the summary of results and stages. The design and operation of enterprise salary management system is an important reference to reflect the level of enterprise performance management.
With the deepening of China's market economy reform, most enterprises are constantly improving their thinking and understanding of their own reforms, especially in salary management, which has changed from a plan-driven salary system to a new post and post-benefit salary system. Both grass-roots employees and strategic executives have raised their understanding of salary management to a new stage. However, when we rationally analyze the salary management of some enterprises, we find that there is still room for improvement.
(A) the problems in salary management
1. The salary management strategy is inconsistent with the company's development strategy.
Our understanding of salary management should be expounded from two aspects: enterprises and employees. On the one hand, we should give employees reasonable wages, ensure their basic interests, meet their various needs, and have a deeper sense of loyalty to the enterprise. At the same time, we should pay attention to the fairness and transparency of salary and improve the enthusiasm of other employees. On the other hand, enterprises need to make strategic thinking and research on salary management and formulate a set of salary management system suitable for their own needs. The salary system design fully embodies the future development strategy of the enterprise, and organically combines the construction of enterprise salary management with the development strategy based on strategy. According to different business strategies, enterprises will adopt flexible salary management system and establish a fair and reasonable salary distribution system, which will be more conducive to the development of employees and enterprises.
2. There is a disconnect between the implementation of salary management and employee communication.
The long-term development of enterprises depends on the continuous intellectual and physical support provided by employees. At present, ordinary enterprises have not linked the salary management of employees with the necessary communication management of employees. Perhaps most enterprises only consider short-term economic benefits and enterprise development. Communication between managers and employees is the key to strengthen salary management. Only by letting employees know the principles and specific processes of salary design can employees understand the significance of salary management, link their material needs with their spiritual needs, and managers can truly understand their needs and formulate feasible salary schemes to meet their needs.
3. Salary management failed to adapt to corporate culture.
The formulation and implementation of salary management system is closely related to the implementation of the system by enterprise managers. Managers are the makers and directors of the salary system, and their attention to the salary system is directly related to the vital interests of employees. At the same time, corporate culture also represents the development direction of enterprises. Corporate culture is the key step to implement salary management. It is necessary to combine the development strategy, human resources, financial resources and material resources of the enterprise to drive the salary of the enterprise to be implemented.
(B) Analysis of the problems in salary management
1. Strengthen the understanding of the importance of communication in salary management.
In the salary management of enterprises, various problems may be encountered, which may be caused by managers or employees of enterprises. If there is contradiction and distrust between management and employees, and there is a lack of communication between managers, the effect of some well-designed compensation systems in the actual implementation process may be greatly reduced. Communicate with employees frequently, absorb employees to participate in system design, and promote mutual trust between managers and employees. At the same time, change employees' understanding of their own salary and enterprise salary system. Managers and employees can understand and tolerate each other and solve the problems in salary management together, which is conducive to brainstorming and creating a more reasonable and humanized salary system.
2. Salary management should involve employees in salary design and strengthen training and education for employees.
Salary management and performance management are inseparable. In order to succeed in salary management, a scientific and effective performance management system and assessment methods must be used together. Usually, due to problems in performance management or evaluation, excellent salary management is not enough. When making salary, managers involve employees. At this time, different opinions can be provided between superiors and subordinates, and employees can be educated in theoretical knowledge to make them realize the importance and significance of salary.
3. The flexibility and principle of the internal salary management system are combined.
The salary management of enterprises should reflect the characteristics of flexibility, that is, different salary standards should be adopted according to different employees in enterprises, and the overall principle of enterprise salary should be taken into account at the same time. Take different salary management methods according to the specific situation, give high salary to employees with good performance, high performance and strong ability, and give medium salary to employees with average performance. This can greatly motivate employees, mobilize their enthusiasm and initiative, and create more value for the enterprise.
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