How to resolve the contradiction between enterprises and employees about salary, so that "salary" is no longer "worry"

Since there were grade differences, people have been divided into three grades, and the treatment enjoyed by people of different grades is essentially different. Therefore, from ancient times to the present, in countries and societies with strict hierarchy, this difference has not been completely shaken off, and naturally the phenomenon of unequal and unfair distribution has emerged.

Inequality of income distribution and hierarchical barriers will naturally extend to inequality of individuals and behaviors. This is why our ancient ancestors put forward the classic exposition of "those who do things govern the people, those who do things govern the people, those who govern the people eat people, and those who govern the people eat people" more than two thousand years ago.

In fact, this kind of speech and practice has always been the authentic reason to guide the subsequent social change and human continuation. Since the birth of human society, from the beginning of the late primitive society, this difference and hierarchy between people has never changed and has continued to this day. No matter how social ideology is, it is an indisputable fact in reality.

From ancient times to the present, from society to enterprises, this phenomenon also presents a problem. A person's salary and contribution rate are determined by the level. Although many enterprises are also discussing whether it is reasonable to pay by grade, it is more convincing to pay by post value and contribution rate.

In fact, many enterprises will still be affected by this "habitual level difference" thinking factor. People with this kind of thinking divide the people in the enterprise very clearly, and the levels and boundaries are as obvious as the Milky Way. You are an employee, you are a grass-roots manager, and then you are a middle manager to a senior manager. You have to get paid at any level, and you can't cross the line anyway.

If you participate in activities of an enterprise or social nature and enjoy welfare benefits, various subsidies, awards and other level-related projects, there is no special requirement for which level you want to be assigned. Even if you are the "Wolong Wofeng" among employees, it is hard to have a "carp yue longmen".

As many enterprises pursue: "the boss or boss looks at you pleasing to the eye and says you can do it, but you can't, even if you are tofu that Mawei Ba can't wear;" The boss or boss doesn't like you. If you can't, you can't. If you can't, you can't. Even if you are incompetent or pretentious, you have to admit it. After all, you are still ranked as an ordinary employee, always struggling at the bottom of society.

Therefore, in an enterprise, opportunities are crucial to the development of a person's ability. Your work in an enterprise is a career from a distance, just like a girl of marriageable age. Their work and ability are not as good as they think. People and phenomena with this concept are almost produced and continued at the same time as people and phenomena with hierarchical differences. Nothing can change it. There is also a saying that in enterprises, "it is better to be competent than to be competent". A superior who follows the right person will always want to help you, give you many ready-made opportunities and conditions, and avoid taking many detours. Save time and improve efficiency.

A person's success, like, often has some accidental colors in it more or less. As a result, the post value and contribution rate between employees, as well as whether the level and contribution rate are symmetrical, have caused many contradictions. Some employees' positions are core key positions and contribute a lot, while some so-called managers' positions are not necessarily important and contribute a lot, but due to the difference of grades, the treatment and salary vary greatly. As many enterprises have proposed, it is necessary to widen the salary gap between ordinary employees and managers as much as possible, so the salary gap between ordinary employees and managers, especially middle and senior managers, is several times, ten times or even dozens of times. These enterprises regard the contribution of ordinary employees as dirt, and think that it is not worth mentioning at all, and often ignore the simple truth that "dripping water wears away the stone, and a rope saw cuts off the wood". The so-called managers in these enterprises only know that they have enough wages to spend, use or store every month, but they don't think too much about how ordinary employees live with such meager income. In order to survive, they are still full of illusions and expectations for development or promotion.

And desire, and this is a long process! In the long run, it will often lead to the psychological imbalance of employees, and the resulting contradictions in enterprises will trigger an "earthquake" in enterprise management at some point like flash floods.

Although these problems have long been concerned by many experts and scholars in the industry, they believe that the salary of employees should be measured by post value and contribution rate, and it has also been implemented in enterprises. But the fact is that it is either a long wait or a delay, or the negative cooperation and active opposition of many managers. Because many managers with a strong sense of hierarchy can't tolerate such employees with high job value and contribution rate, their subordinates get higher salaries than him. If this happens, at least one problem is explained. As a manager, if his salary is not as high as that of ordinary employees, it means that his contribution rate is not as big and important as that of ordinary employees.

Various reasons show that the evaluation mechanism of employee post value and contribution rate introduced by enterprises is very correct, and it is also very reasonable to determine how much salary to get according to the contribution value of employees to enterprises. Although some employees who can play the role of managers are managers, there are really no key positions that are not competent for management positions but have made great contributions to the enterprise. For example, a company's technicians, R&D personnel, marketing personnel, intangible value creators and so on.

In this way, the turnover rate of employees will be greatly reduced, and employees can also see the future space for their work and career development. For employees, first, whether their growth space is promising enough, and second, whether their salary is correspondingly high through their own efforts and valuable efforts. In a word, what enterprises do is to make employees satisfied and at ease.

And enterprises can do this, it is not easy to solve this problem.

About the author: Wang Yunqi, whose real name is Wang Yunqi, is praised by the industry as "the first poet of marketing in China". Researcher of China Brand Research Institute, Senior Consultant of Beijing Hongyu Hengtong Management Consulting Company, Marketing Consultant of Beijing Jiawang Technology Co., Ltd., Corporate Culture Director of Huashidan. I have devoted myself to the thinking and research of enterprise management and product marketing for many years. With keen insight,

Understand the marketing situation; Through careful thinking, I propagate my opinions in my personality. There are more than 30 well-known domestic website columnists and more than 40 special contributors to mainstream paper newspapers. His works include poetry anthology Traveler in Western Regions, Youth Sign Language, marketing poetry anthology Deep Thinking Storm in China, and philosophy of fading marketing. Has experienced marketing, planning, magazine editing, human resource management and other occupations.

Areas of concern: brand strategy, marketing breakthrough, cultural development, management improvement, etc.