What effect does the company's salary system have on employees?

Salary is an important tool of human resource management. If properly applied, it will cultivate employees' high work enthusiasm, achieve the goal of reasonable labor cost, and help the company obtain better economic benefits.

Many companies and human resources workers are asking this question. How to win the salary? To solve this problem, we must first understand the three purposes that the ideal salary management system of modern enterprises should achieve: the first is to give competitive salary to attract capable people; The second is to clarify the fairness and justice in the organization and the practical value of each position in the enterprise; Third, the salary must be linked to the performance appraisal, to motivate the team's operating motivation, to reward outstanding main work performance, and to motivate the team with monetary rewards. Whether the company's salary is reasonable directly endangers the company's competitiveness in the talent center. Only the salary that has a competitive advantage over the external natural environment can the company attract all kinds of outstanding talents needed by the development trend.

Therefore, a competitive salary system can be summarized as "external competition, internal fairness and justice".

"Competition for opening to the outside world": With the acceleration of China's socialization process, the human resources market is becoming more and more perfect. As one of the resource elements, the allocation of outstanding talents must also conform to the laws of China's market economy. The circulation of outstanding talents will certainly be hurt by price-salary, and the flow of outstanding talents to expensive regions and companies will become common. In this sense, whether the company's salary is competitive in the talent center is a major factor.

Whether a company can attract and retain talents, the company's salary management system plays a vital role. Therefore, when formulating the salary standard, the company needs to take into account the salary of companies with similar business scale and the average salary in the local competitive sales market, so as to make the company's salary as competitive as possible and attract and attract outstanding talents needed by the company's development.

Internal Fairness and Justice: It is found that from the perspective of enterprises, employees pay more attention to salary differences than to salary treatment, but they don't know that the differences in employees' working ability, position and sense of responsibility will inevitably lead to their own salary differences. How to make this "difference" not only encourage Excellence but also be accepted by most employees and reflect fairness and justice is becoming more and more critical for the salary management system. In the actual salary management system, this point is often ignored. The financial manager of the property management company mentioned in the example resigned because the salary between posts was unscientific and did not well reflect the practical value of posts in the enterprise, which led to unreasonable feeling.

The position of the head of the industrial department is relative to that of the administrative personnel director, which has a heavy workload and heavy obligations, and should show such a difference in salary. There is no such difference. As a result, the head of the pie department didn't work as hard as before, and then explicitly proposed to leave. The design of the company's salary system should follow the standards of "fairness, justice and fairness", especially the fairness and justice within the company. Salary must reflect the size and level of job responsibilities, that is, the salary difference must be reasonable.

Unscientific internal salary will lead to different rights and obligations between different units and between the same units, which will make some employees feel afraid of fairness and justice and lead to psychological obstacles. In order to improve the fairness and justice of the company's salary, it is necessary to reasonably clarify the practical value of different positions within the enterprise, that is, to do a good job evaluation within the enterprise. As for the position itself, it is necessary to quantitatively analyze and evaluate the market value of the position from the fields of position diversity, obligation size, manipulation category, required professional knowledge, function, etc., which is the basis for dealing with unreasonable salary from the source.

What kind of salary management system and salary structure companies use are definitely different. Only by building a reasonable salary structure according to its own characteristics can it play a good role in salary incentive. The overall goal of the salary structure design scheme is to make the amount of salary that employees get positively related to their dedication. According to the employee's performance appraisal, the company can make the position promotion or demotion have quantitative assessment data information analysis, make the employee's spirit focus on serious work and improve the main work performance, prevent a kind of depression, and give full play to the incentive function of salary.

In order to solve this problem, the market research and analysis were conducted on the salary treatment, the original salary management system was adjusted, and a new salary scheme was formulated in line with the development strategy and organizational structure of the enterprise, which mobilized the initiative and creativity of employees, and the development trend of the enterprise gradually recovered to a good situation.

To sum up, although salary is not the only way to motivate the team, there are other chemical incentives and spiritual incentives besides salary incentives, but salary incentives are a very critical and easy-to-use incentive for leaders.