What is the salary system of Peking University Zongheng?

I will introduce you to several commonly used salary systems and how to develop a sound and scientific salary system. I hope it will be helpful to you!

1. Evaluation of the post wage system

“There are many forms of post wages, including the post efficiency wage system, the post salary point wage system, and the post grade wage system.” Their The main feature is that the position is not the person. The job salary system strictly divides positions according to certain procedures and determines wages according to positions; the flexibility of scheduling is not large. Whenever employees think that the position salary is what they deserve for granted, they think that their contributions to the company have not received the rewards they deserve. Under such circumstances, it is difficult for the job salary to play its due motivating role. Therefore adjustments must be made accordingly.

2. Evaluation of the performance pay system

The performance pay system emphasizes that employee salary adjustments depend on the performance of individual employees, departments, and companies, and uses results and contributions as evaluation criteria. . Salary is directly linked to performance, emphasizing the achievement of goals as the main basis for evaluation, focusing on results, and believing that differences in performance reflect differences in individual abilities and work attitudes. Performance pay affects the psychological behavior of employees by adjusting the income of high-performing and poor-performing employees to stimulate employees and achieve the purpose of unleashing their potential. However, since there are many factors that affect performance pay, there are many operational difficulties in its use. First, performance pay can have a negative impact on employees. Sometimes, the use of performance pay will affect the mood of "temporarily" underperforming employees and even eliminate them, and this elimination will trigger a substantial increase in corporate management costs. Secondly, the effect of performance pay is restricted by many external factors. Third, the evaluation criteria for performance pay must be unanimously recognized by both labor and management. Fourth, employees are truly satisfied with the specific performance pay plan. Sometimes performance evaluations are inevitably subjective. The existence of these difficulties affects the effective implementation of the performance pay system to a certain extent, thus reducing the incentive effectiveness.

3. Evaluation of the mixed wage system

"The mixed wage system, also called the agency wage system, refers to a wage system composed of several different wage structures." Structure. The design of salary absorbs the advantages of ability wages and position wages, scientifically classifies different staff, and increases the living part of wages. Each wage unit corresponds to different forms and elements of the labor structure, so it is more comprehensive. It reflects the principle of distribution according to position, technology and work, and plays a positive role in mobilizing the enthusiasm of employees, promoting the development of enterprise production and operation and improving economic benefits, and has played a positive role in a certain period of time.

4. Evaluation of the annual salary system

The annual salary system has been widely used in developed countries for a long time. The annual salary system is generally used as a salary method for senior managers. It is a "complete Accountability” salary. From the perspective of human resources, the annual salary system is an effective incentive measure and plays a great role in improving performance. The annual salary system breaks through the conventions of salary organizations. For senior managers, the annual salary system represents identity and status, can promote the construction of talents, and can also increase the enthusiasm of annual salary earners. The annual salary system has a certain inhibitory effect on the "59-year-old phenomenon" prevalent in state-owned enterprises.

Although the annual salary system has many advantages, it also has disadvantages. This is reflected in the following:

First, there is no objective standard for the maximum and minimum annual salary of senior managers to be reasonable. Our country is a low-income developing country and cannot compare with developed countries such as the United States and the United Kingdom. Even within the country, the economic development levels of different regions vary greatly. Even in the same region, there are many non-operational factors that cause differences in corporate performance among different industries and companies, so they are not of great reference.

Second, establishing a career market for entrepreneurs and an interest-risk mechanism are the basic conditions for implementing the annual salary system. Under the conditions of marketization of entrepreneurial professions, authoritative social intermediary organizations are responsible for the collection, registration, evaluation, recommendation and follow-up inspection of enterprise senior managers. The universal implementation of the annual salary system requires the coordination of internal and external conditions of the enterprise. If conditions are met, the benefits of the annual salary system may outweigh the disadvantages. If the internal and external conditions are not met, the disadvantages of the annual salary system will outweigh the benefits.

Different salary systems are implemented in different companies, and the incentive effects are also different. Enterprises should design a reasonable salary incentive system based on their own actual conditions.

Develop a sound and scientific salary system

The enterprise salary system is the best connection point between the set of factors that induce employee behavior and the enterprise goal system. That is, to achieve specific organizational goals, employees will receive Corresponding rewards.

Developing a sound and scientific salary system is an important decision in management. Therefore, a complete and formal procedure is needed to ensure its quality:

(1) Determine the principles and strategies of corporate remuneration

This is part of the corporate culture and will be the basis for future decisions. The premise of this link plays an important guiding role in the latter. On this basis, determine the company's relevant distribution policies and strategies, such as distribution principles, standards for widening gaps, and the proportions of various components of salary, etc.

(2) Position analysis

Position analysis is the basis for determining the salary system. Combined with the business objectives of the enterprise, the enterprise management should clarify department functions and position relationships, standardize the position system, and prepare an organizational structure system diagram of the enterprise based on business analysis and personnel analysis. The Human Resources Department works with department heads to prepare job descriptions.

(3)Job evaluation

Job evaluation focuses on solving the problem of internal fairness of salary. It has two purposes:

The first is to compare the relative importance of various positions within the enterprise and obtain the position grade sequence;

The second is to conduct salary surveys and establish a unified position evaluation Standards eliminate the differences in job difficulty between different companies due to different job titles, or even if the job titles are the same, the actual job requirements and work content are different, so that different positions are comparable and lay the foundation for ensuring salary fairness. It is a natural outcome of job analysis and is based on the job description. There are many methods of job evaluation. The more complex and scientific one is the scoring comparison method. It first determines the evaluation elements related to salary distribution and defines different weighted scores for these elements. Internationally, the more popular models such as the HAY model and the CRG model use quantitative assessment methods to evaluate the value of the position, comprehensively evaluating the position from three major elements and several sub-factors.

Some job levels in large enterprises are as high as 17 or above, while small and medium-sized enterprises mostly use levels 11-15. There is an international trend of "reducing grades and increasing gaps", that is, the job grades within an enterprise are gradually decreasing, and the salary gap becomes wider, showing the characteristics of widening.

(4) Market salary survey

Market salary survey focuses on solving the problem of external fairness of salary. For salary surveys, it is best to choose companies that compete with you or similar companies in the same industry, focusing on employee turnover trends and recruitment sources. Data from the salary survey should include salary growth in the previous year, comparison of different salary structures, salary data for different positions and levels, bonuses and benefits, long-term incentives, and analysis of future salary trends, etc.

(5) Determine the salary level

Although it is theoretically feasible to determine the salary standards for different positions through salary structure design, in practice, if the company Each position in the company has a unique salary, which will cause difficulties and confusion in the payment and management of salary, and is not conducive to the management and motivation of employees. Therefore, in fact, many types of salaries are always combined into several levels. For example, positions with a salary level of less than 200 points are the first level, those with a salary level of 200 to 400 points are the second level, and so on.

The number of pay grades should depend on the size of the company and the nature of the industry. There is no correct standard for the number. However, if there are too few levels, employees will find it difficult to be promoted and lack motivational effects. On the contrary, if the number is too large, it will increase the difficulty and cost of management.

In addition, a salary change range, or salary range, must be defined for each grade. The lower limit is the starting salary point of the grade and the upper limit is the maximum salary point. The salary range of each grade can be the same, but it is more common to expand cumulatively as the grade rises. There will be overlap between the salary ranges of adjacent grades. This is not only inevitable, but also necessary and beneficial. It can enable employees to obtain higher salaries within a certain grade, thereby stimulating their work enthusiasm. However, there should not be too much overlap, otherwise it may cause employees' salaries to decrease after promotion.

(6) Implementation and revision of salary

Once the salary system is established, it should be strictly implemented. On the premise of maintaining relative stability, corresponding adjustments should be made as the company's operating conditions and market salary levels change. From Maslow's hierarchy of needs theory, we know that physiological needs are the basis for a person's survival. Therefore, in the process of motivating employees, managers must provide employees with a salary system that satisfies them. This lays the foundation for the comprehensive use of various motivational methods.