Research on Enterprise Salary Management

In the study of enterprise management, the average basic salary of peers is higher than that of peers, and the commission is appropriate or slightly lower than that of the same industry. This system is mainly implemented in foreign enterprises or large domestic enterprises. The basic salary of a business representative of a domestic household appliance enterprise in Shanghai is 4,000 yuan, which is increased to 1%. It is a typical system of high basic salary and low commission.

The system is easy to retain loyal old business representatives and stabilize some talents with similar abilities. However, the system often requires business representatives in terms of academic qualifications, foreign language level, computer level, etc., and business representatives are not easy to enter, and the threshold is relatively high. The basic salary is lower than the average salary of peers or even the local minimum living standard, and the reward is higher than the average commission of the same industry. This system is mainly used in some small domestic enterprises. This system can not only effectively promote the enthusiasm of business representatives, but also attract some business representatives with great ability, full experience and low education without paying too high labor costs.

The most innovative is a domestic health care product enterprise, which adopts the service marketing system, and its salary system is: urban minimum living allowance (450 yuan)+completed business volume × formulated percentage (10%).

This kind of salary system often leads to two extremes. People with strong ability often have enough to eat, while people with weak ability often have insufficient to eat. This is a relatively new salary payment principle, which can fairly pay salaries to every business representative and completely break the traditional basic salary+commission system.

The sales representative of a company *** 10 set a sales task of 500,000 in April 2005, so the average task of each person is 50,000. The business representative just finished his 50 thousand task and got an average salary of 3000 yuan. There is a mathematical formula to calculate the specific payment method: average salary × completed task ÷ task amount = due salary.

According to the above example, when a business representative completes the sales of 654.38+10,000 yuan, the salary he should get is 6,000 yuan. This salary system is simple and clear, so that every business representative clearly knows how much money he can get. Can fully motivate outstanding business personnel, so that just make up the number of business personnel simply can not get along. As the name implies, this is a salary system that meets the standards and can get high salary. For business people, there is a peak that can be sprinted. This peak is not out of reach, and it should be obtained by about 65,438+00% very capable business people. Only in this way can we inspire more business people to sprint to the goal.

A sales company adopts the standard high salary system, and the salary provided to business representatives is 1 10,000 yuan/month. Sales staff must achieve a sales performance of 200,000 yuan to get a salary of 654,380+000 yuan. Deduct 8% from the average distance between the business representative and 200,000 yuan. For example, if 100 is completed, the actual salary can only be 2000.

There is a mathematical formula to calculate the specific distribution method:

Maximum salary-(maximum task amount-actual task amount) × formula percentage = salary payable.

The "formulation percentage" here is very important and should be slightly larger than the value of (maximum salary ÷ maximum task amount) × 100%. The salary system also adopts the system of basic salary plus commission, which is also a fixed monthly salary, but it has quarterly assessment indicators and adopts the method of quarterly summary assessment. The specific operation method is that when the salary is paid every month, the commission is not paid in full. For example, only 3% commission will be paid, and the remaining 5% will be comprehensively evaluated according to whether the total performance is up to standard after three months, and then the accumulated commission salary will be paid for three months.

This method can effectively prevent business personnel from lagging behind the performance that should have been completed, or completing the performance of next month ahead of schedule, and effectively reduce the occurrence of capable business personnel leaving their jobs in less than three months. For business people, there is an expensive "extra" salary every three months, which is equivalent to four extra salaries a year. From the psychological suggestion effect, it is also a great encouragement to business people.

Of course, the salary system is far more than the above six. No matter what kind of salary system, it is the ultimate goal to retain talents and make the enterprise sustainable development. For an enterprise, there is absolutely no overpayment or underpayment to the business personnel, only the appropriate salary or no salary.

The author believes that it is an effective way to change the salary system appropriately for some enterprises with high talent mobility, general complaints about salary from business personnel and general lack of work enthusiasm from employees.

Scientific and effective incentive mechanism can make employees play their greatest potential and create greater value for enterprises. There are many ways to motivate, but salary is the most important and the best. It is the corresponding reward and appreciation paid by the enterprise for the contribution made by employees to the enterprise (including their performance, efforts, time, knowledge, skills, experience and creation). In the minds of employees, salary is not only their own labor income, but also represents their own value, the recognition of employees' work by enterprises and even their personal ability and development prospects to a certain extent.

At present, salary is not a single salary, nor is it a simple economic reward. From the perspective of motivating employees, salary can be divided into two categories: one is external incentive factors, such as salary, fixed allowance, social compulsory welfare, and unified welfare projects within the company. The other is the internal incentive factors, such as the personal growth of employees, the challenge of work, working environment, training and so on. If external factors fail to meet the expectations of employees, employees will feel insecure, and morale will drop, brain drain will occur, and even people will not be recruited. On the other hand, although high salary and various welfare programs can attract employees to join and keep them, they are often regarded as deserved treatment by employees and difficult to motivate. 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. 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 the salary organization. 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.

The human resources department needs to arrange the salary system from three aspects: salary basis, salary design and salary promotion, so that the salary system design can reflect the principle of fairness and meet the overall needs of the company's development. Employees are paid for two reasons: first, they meet the job requirements; The second is to complete the specific performance of each work according to the post requirements. However, what are the specific requirements of the post and how to evaluate the performance of the specific work require the human resources department of the company to complete a series of basic work such as job description, job description and performance evaluation index.

The human resources department first needs to decompose the company's business activities, determine the corresponding jobs, and clarify the job responsibilities and qualifications in the form of job descriptions. The definition of job responsibilities and the company's requirements for job qualifications are the basis for determining the fixed salary of posts.

At the same time, in order to evaluate the completion of specific work, the human resources department needs to establish an employee performance evaluation system, including performance evaluation indicators, ability evaluation indicators and attitude evaluation indicators. By evaluating employees' performance on the post, the company determines their contribution to the company's performance, and then determines the proportion of employee bonuses. Employees may exceed or fail to meet the basic requirements of performance, which directly affects the amount of bonuses they receive. The results of employee performance appraisal are the basis for determining post performance bonus. The salary system based on job description and performance appraisal system generally includes fixed salary+performance salary+welfare and other forms.

The design of fixed salary must ensure the relative internal fairness and external fairness of employee salary level.

Internal fairness means that salary can reflect the value contribution of each position to the overall performance of the company. Generally speaking, human resources departments need to evaluate positions from three aspects: 1. Requirements of knowledge and skills for this position. Requirements of the position for problem solving ability 3. The size of the position responsibility. The human resources department uses the analysis results to determine the range of wage differences and establish a wage level ladder. One of the meanings of internal fairness is that the salary gap between posts should be reflected.

External fairness refers to whether the salary is competitive in the market. On the one hand, the salary level of each position in the company needs to be adjusted with reference to the salary level of the same industry to ensure that the company can recruit suitable talents at this salary level; On the other hand, the human resources department also needs to know the salary changes of competitors regularly to ensure that the company's salary level remains dynamic and competitive.

However, because the evaluation of post value is not completely accurate, enterprises often introduce performance-based pay system, with the aim of making the pay structure fairer, more competitive and more flexible, thus stimulating the enthusiasm of employees. Performance pay mainly refers to the performance bonus determined by the performance appraisal results of employees-employees engaged in the same job may eventually have different incomes due to different performances.

In addition, the company may also decide whether to issue the year-end bonus according to the annual benefit.

Welfare is a necessary supplement to the salary system, which can effectively buffer employees' relative dissatisfaction with fixed salary and performance salary. For example, most foreign-funded enterprises reduce employee turnover by providing preferential welfare policies, and human resources departments should also formulate corporate welfare systems with reference to the welfare levels of other enterprises. A reasonable salary system should be able to promote the rising salary level of employees. The human resources department must clarify the career development route of different positions, improve the training system, and provide employees with opportunities to compete for posts or further promotion.

On the one hand, human resources departments need to actively implement training programs to give employees opportunities to improve their skills. The improvement of employees' skills is often accompanied by the improvement of salary level and work performance appraisal, which is particularly important in the human resource management system with the appraisal reward and punishment system as the core. Training can greatly improve the quality of employees and stimulate their enthusiasm, which is an important auxiliary management measure.

On the other hand, the company should provide fair employment opportunities and make the career development of employees feasible. Companies can give employees as many opportunities as possible to win high-paying jobs by competing for posts, implementing rotation and regular exchanges. For example, if employees compete for posts, they will go to places where they have the ability to compete. When they fail in the competition, they will be paid less than others, so there is nothing to say. This kind of competition should not be one-off, but should be regular, such as once a year, so that every employee has equal opportunities and encourages every employee to make progress.

The increase of profit of retail enterprises mainly comes from the increase of sales and the decrease of cost, both of which are closely related to the enthusiasm and cost of retail employees, which are closely related to the reward system. There are three typical employee compensation systems in famous American retail enterprises: one is a fixed salary plus profit sharing plan, represented by Wal-Mart; The second is a simple sales commission system, represented by nodstrom; The third is the system of hourly wage plus sales commission, represented by Macy's.