202 1 3 sample articles of industry salary survey report

The significance of designing a scientific and reasonable salary system is not only to reduce the cost of enterprises, but also to motivate employees, attract external talents and create countless intangible and tangible wealth for enterprises. How to write the model essay of the industry salary survey report? The following is all the contents of the model essay of the industry salary survey report I collected for you, for reference only. Welcome to read for reference! I hope I can help you.

202 1 model essay on industry salary survey report (1) Internal fairness is an important goal of salary management. Whether an enterprise can treat all employees fairly in salary management affects employees' satisfaction and loyalty to a great extent, and then affects employees' enthusiasm, enterprise and even their stay. From the perspective of enterprise service value chain, if the salary does not reflect internal fairness, employee satisfaction will be reduced, which will inevitably affect the service value provided by employees to customers and determine customer satisfaction, thus affecting customer loyalty. Therefore, in salary management, internal fairness is a problem that managers must pay attention to.

The inherent fairness characteristics of salary

The internal fairness of salary refers to employees' recognition of the relative value of their work within the enterprise. According to Adams' equity theory, employees compare their salary and income with those of other employees in the enterprise, and then judge whether their salary is fair internally. When employees find their own. Income-to-payment ratio With other employees? Income-to-payment ratio At the same time, he will gain a sense of internal fairness in salary; On the other hand, there is a feeling of internal unfairness. From this, we can find several characteristics of internal fairness of compensation:

1. The inherent fairness of salary is the subjective feeling of employees. As a subjective feeling of employees, internal fairness has obvious personality characteristics. First of all, individual differences determine that employees' concept of fairness cannot be completely consistent. Are there any comparisons among employees? Income-to-payment ratio To judge whether the salary of an enterprise is fair or not, but what should be included in the personal income and contribution? How should we measure the two? These crucial issues often have no unified standard, mostly for employees' self-knowledge and judgment, which are closely related to individuals. Secondly, the variability of individuals determines that employees' concept of fairness cannot be fixed. Even for the same employee, the judgment of internal fairness of salary will change with the change of time and environment. In addition, in the process of judgment, employees often do not distinguish between effective pay and invalid pay for their own benefit, but include invalid pay in comparison, which tends to overestimate, exaggerate their own pay and underestimate others' pay.

2. Internal comparison is the way to produce internal fairness. As a relatively balanced psychological feeling, fairness is produced through measurement and comparison. Employees' sense of internal fairness in salary is obtained through internal comparison. Therefore, without comparison, employees will not feel fair or unfair about the salary.

3. The inherent fairness of salary closely related to individual salary is the result fairness based on process fairness. In salary comparison, employees don't just compare their own income with that of other employees in the enterprise, but their own? Income-to-payment ratio Compare with others.

What employees do is not a simple absolute income comparison, but a complex relative income comparison closely related to personal contribution. Make a simple absolute income comparison. What do you advocate? Rich or poor? 、? Cauldron rice? The pure fairness of the result is actually the pursuit of egalitarianism.

4. Employees who pursue internal fairness demand fairness based on process fairness. When judging whether the salary is inherently fair, the reason why employees pay attention to their own and others' efforts is actually to ask the salary to reflect the difference of their labor efforts, and the pursuit of income is positively related to their efforts. Specifically, the salary should reflect the different value content of various jobs and the different personal labor productivity of each employee. In other words, employees demand that the decision-making process of personal salary should be fair, and the diversity and initiative of employees' labor should be taken into account, so that the above differences in employees' work can be reflected in the result, that is, personal salary, which can be unbalanced and should not be average.

5. We can improve the salary system of enterprises through salary survey and consulting the salary survey report, and pursue the salary level of enterprises to reach the level of the industry, so that enterprises can be in an invincible position in the industry!

Connotation of inherent fairness of salary

According to the characteristics of internal fairness of remuneration, to realize internal fairness of remuneration, we must pay attention to the following aspects:

1. Attach importance to the construction of the internal equity view of employee compensation. Because the concept of fairness has a profound impact on employees' judgment of fairness, enterprises must vigorously build an internal concept of fairness consistent with corporate culture and salary system in the process of salary management. We should devote ourselves to guiding employees to establish reasonable evaluation standards, establish an internally consistent concept of salary fairness, and avoid unreasonable internal unfairness caused by unreasonable fairness standards.

2. The salary system construction should reflect the diversity and initiative of employees' labor.

(1) Pay attention to the relative value of the position, get equal pay for equal work, and get different rewards for different jobs. Here? Equal pay for equal work? It doesn't mean that the absolute salary is the same, but the salary band is the same. The job requirements and responsibilities of each position in an enterprise are different. In the process of making salary, we should pay full attention to the diversity of employees' labor and fairly determine the relative value of each position within the enterprise. The arrangement of salary levels of different posts must be fair and consistent, which is reflected in the fairness of the number of salary levels, the size of the salary gap between different salary levels and the criteria for determining the salary gap.

(2) Pay attention to individual performance and distribute according to performance. Distinguish competent people, qualified people and unqualified people in the same position, and reflect these differences in the salary system. Ensure that employees' wages are consistent with their performance, which is equivalent to their marginal labor income in a single production cycle. Research shows that there may be obvious performance differences between different employees in the same position, and the more high-level knowledge and skills are needed, the more obvious this difference is.

Obviously, an internal fair salary system must pay attention to whether employees really create value and how much value they create. It is fair to reward as much as effective salary.

3. Emphasize the effective implementation of the salary system. The implementation of the system is as important as the construction of the system. Only when a fair salary system is effectively implemented can it be realized? Treat every employee fairly? . It is necessary to prevent the fair salary system from alienation and deterioration in the implementation, and to prevent the system from being implemented slowly and ineffectively. To some extent, emphasizing effective execution means emphasizing procedural justice. System is the cornerstone, procedure is the guarantee, and fair execution procedure ensures the real realization of fair salary system.

The method of realizing internal fairness of salary

According to the above-mentioned key points of realizing internal fairness of salary, Bonfire Hunting believes that enterprises can adopt the following methods to realize internal fairness of salary in salary management:

1. Establish and publicize a reasonable concept of fairness. Establish a fair corporate outlook and build corporate culture through training and communication; Clear salary standards through rules and regulations and salary manuals, so that the internal consistent view of salary fairness is concrete and strengthened. The company must be right in the construction and publicity of the concept of fairness? Pay? With what? Effective payment? ,? Income? With what? Part of the income? 、? All income? And so on, and then establish a unified fair standard. What are the efforts of employees at work? Pay? , but not the same as? Effective payment? . What is the contribution that can create and enhance enterprise value? Effective payment? And vice versa? Invalid salary? . Employee's? Income? Not only material returns, but also non-material returns such as training, promotion opportunities, development opportunities, psychological income and quality of life, right? Salary? (Full compensation, or full compensation, full compensation).

2. Job evaluation. Iob evaluation is to comprehensively evaluate the value of each position in an enterprise according to the contribution of each position to the business objectives of the enterprise, and determine the relative value of each position in the enterprise, so as to establish a reasonable, systematic and stable working structure, formulate a hierarchical system of work value, and determine the salary level and post treatment of each position on this basis. Job evaluation is based on the position, salary is designed from the perspective of labor diversity, and treatment is determined by value, which makes the comparison between different positions more scientific and standardized, and makes employees believe that the value of each position in the company reflects the contribution of the position to the company. Because it clearly defines the basis of salary, it avoids the suspicion of distrust, partiality and discrimination of employees caused by the vague definition of salary basis. Due to the role of job evaluation, employees have a relatively high degree of acceptance of the value difference between positions, and their psychological tolerance for the absolute difference in salary is also enhanced, making it easy to gain a sense of internal fairness in salary.

3. Performance-based compensation. Divide employee's salary into two parts: basic salary and performance salary. The basic salary determined by the post or skill is paid on time according to the payment cycle, and the performance salary is paid in proportion according to each assessment result and the preset standard value. At the same time, some non-mandatory benefits, training, spiritual rewards, promotion, etc. It is also closely related to performance appraisal. Performance pay can effectively measure the effective contribution of employees, link personal return with the effective contribution of individuals to enterprises, and emphasize the initiative of individual labor. Can it be avoided? Good job, bad job? It is unfair. Making a perfect performance appraisal system is an important link to effectively implement performance pay and realize internal fairness. To reflect the fairness of the decision-making process of performance pay, we must first let employees participate in the formulation of performance appraisal standards. Through discussion and communication, let employees participate in goal setting, let them effectively exercise their right to know and participate, so as to make the performance goals set by the organization more objective, fair and acceptable. Second, effective performance feedback and counseling with employees. Once the goal is determined, the manager must provide information feedback, and the information feedback must be timely. Performance evaluation reports are based on results, while feedback is more focused on the process. Paying attention to feedback and counseling can effectively avoid ignoring the injustice caused by the working environment and its changes under the guidance of complete results. Third, we should overcome all kinds of subjective and random errors in performance evaluation, such as first impression, recent impression, cloning effect and so on. To ensure the fairness of the evaluation.

4. Secret salary. Employees' sense of fairness is obtained through comparison, and conversely, employees' internal unfairness in salary is also obtained through comparison. Then, implementing the secret salary system and cutting off the comparison will become a way to realize the internal fairness of salary. However, managers must fully realize that secret pay only establishes a barrier to resist the inherent injustice of pay. Without comparison, there is no way to compare, which only avoids unfairness to a certain extent and does not directly lead to internal fairness and salary satisfaction of employees. Secret compensation cannot be used as the core method for enterprises to realize internal fairness of compensation. Only the secret salary based on the fair salary system can play a long-term defensive role.

5. Effective supervision system and communication mechanism. Introduce a supervision mechanism to ensure the effective implementation of the salary system. Supervision can be implemented through superiors and peers. For example, when approving the performance salary of employees, you can adopt the way of superior suggestion and leapfrog approval. This can not only avoid the judgment level caused by the contradiction between superiors and subordinates or too close; At the same time, cross-level approval also enables managers to examine the internal fairness of employee performance pay from a higher level, and reduce the neglect of the internal balance of the overall salary of the organization from a limited perspective. Of course, the best supervision is employee supervision. Managers should establish a communication mechanism, build an efficient communication platform, and actively communicate with employees through interviews and surveys. Give full play to the supervisory role of employees and ensure the fair implementation of the fair salary system.

202 1 Model essay on industry salary survey report (2) In recent years, with the rapid development and deepening of economic reform in our province, the wage income of employees in urban enterprises has generally increased by a large margin, and the living standards of employees have also improved significantly. However, due to the imperfection of the system, mechanism, legal system and supporting system, some deep-seated contradictions and problems centered on wage income distribution have become increasingly prominent. In order to accurately grasp the overall situation of wage income distribution of employees in enterprises in our province, find out the existing problems and crux, promote the establishment of scientific wage control mechanism and normal wage growth mechanism within enterprises, and safeguard the rights and interests of employee income distribution, the Provincial Federation of Trade Unions conducted an investigation on the wage income distribution of employees in urban enterprises in our province in recent three years from July to September 2005. The survey selected 14 xxxx enterprises and 140 xxxx employees as samples, mainly by sampling questionnaires and filling out questionnaires. At the same time, it listened to the comprehensive introduction of the labor department, the state-owned assets management department and the reports of industrial unions in various cities. Seminars were held for some enterprise managers, heads of labor wages, chairmen of enterprise trade unions, front-line employees of enterprises, case interviews of some front-line employees and field visits of some enterprises. On the basis of a comprehensive understanding of the situation, this paper makes a comprehensive analysis of the wage income distribution of enterprise employees. The investigation and study are reported as follows:

First, the basic situation from the perspective of the whole province, after years of hard work, to? Market mechanism adjustment, independent distribution of enterprises, democratic participation of employees, and government monitoring and guidance? A new enterprise wage distribution and adjustment system has been formed. Although this new mechanism is still quite imperfect, the construction of the wage income distribution mechanism of enterprise employees is developing in a positive way to adapt to the market economy, and the mainstream is good from the aspects of the decision mechanism of wage income distribution of enterprise employees, the current distribution model and characteristics of enterprises, and the macro-control of government on enterprise income distribution.

1, the status of the wage income distribution decision mechanism of enterprise employees. The survey shows that with the promotion of reform and restructuring, the power of enterprises in our province to decide their own wage distribution has been gradually implemented, the old egalitarian distribution system and thinking concept are gradually withdrawing, and the mechanism of enterprises to decide their own wage level according to the average social wage and economic benefits of enterprises is gradually taking shape. The growth of enterprise's economic benefits and the guiding price of labor market have played a leading role in the adjustment of enterprise's wage level. Workers' democratic participation in wage distribution has also gained more ideological basis for enterprises to decide wage distribution. According to the survey, 54.8% of enterprises increase their wages due to the increase of enterprise benefits, and 6 1.7% of enterprises refer to the labor market guidance price to determine or adjust their wages when recruiting employees. What does 3 1. 1 think when the enterprise decides the salary distribution? The operator shall make a decision after listening to the opinions of the trade union or the employee representatives? , 59.7% of enterprises said? It shall be decided by the operator through consultation with the trade union or employee representatives. The sum of the two terms is 90.8. What do 54.8% of enterprises think is the most effective way for employees to participate in enterprise distribution? Workers' Congress? 23.8 What do enterprises think? Collective bargaining? The sum of the two terms is 78.6. In addition, the questionnaire also shows that 75% of enterprises have followed? Should operators negotiate with trade unions or employee representatives? This project. From the perspective of enterprises with different ownership, employees participate in wage distribution in different ways. The wage adjustment scheme of state-owned and collective enterprises is generally implemented after being discussed and approved by the workers' congress; Some private enterprises and other types of enterprises have played a certain role in wage distribution by establishing the system of workers' congress and the system of equal consultation collective contract. Statistics show that 83.3% of employees think that collective wage negotiation is in enterprise wage distribution? Great effect? Or? Have a certain effect? .

2. Distribution mode and characteristics of current enterprises. The vast majority of enterprises have reformed the wage distribution system, implementing the distribution mode combining distribution according to work and distribution according to production factors, and the wage distribution system based on post salary, with one salary for each post and one change for each post. A few qualified state-owned enterprises have implemented the work efficiency linkage and foundation. The next two? The principle of determining the total wages independently, about one-third of enterprises have implemented the annual salary system for operators. In all kinds of enterprises, the most basic form of wage payment is hourly wage, with 90.9 employees paid by the hour and 9. 1 employee paid by the piece. According to the questionnaire statistics, 88.8% of employees can complete the stipulated labor quota within 8 hours. The current wage distribution system of enterprises highlights the share of wages and salaries of production factors such as skills and management, and the income distribution is obviously inclined to technical posts and management posts, which has widened the gap and grade of income distribution of different employee groups. According to the survey, 57.2% of the enterprises surveyed give priority to skilled workers and technical cadres when raising wages. This post salary distribution system with technology and management as the main assessment indicators has played an obvious incentive role in promoting the technical management of employees, mobilizing their enthusiasm and creativity, and improving labor productivity and economic benefits.

3. The government's macro-control over the income distribution of enterprises. Governments at all levels have explored ways and measures for macro-management of enterprise wage distribution under market economy conditions, initially formed a set of work system that conforms to the requirements of market economy system and is conducive to giving full play to the role of market mechanism and government guidance in wage distribution, and established a wage guidance and regulation system with wage guidance line, labor market wage guidance price, wage manual and minimum wage standard as the main contents. Dalian and Dandong have also carried out pilot projects of enterprise labor cost informatization. These systems have played a certain guiding role in the wage distribution of enterprises to varying degrees. Among them, the adjustment function of the minimum wage standard is obvious. The employee questionnaire shows that 93.3% of employees' wages are higher than the local minimum wage, while 79.2% of employees' wages are not paid. Below the local minimum wage? Situation. The questionnaire survey of enterprises shows that 88.5% of enterprises can ensure that the monthly income of employees is not lower than the local minimum wage level when enterprises cannot pay their employees on time and in full due to economic decline or financial difficulties.

202 1 Model essay on industry salary survey (III) I learned from Suzhou High-tech Zone Human Resources Center that ZUI's latest salary survey report of Suzhou High-tech Zone in XX shows that the average salary of high-tech zone enterprises increased by 9.5% last year, about 0.5 percentage points lower than that of XX.

Among them, the salary adjustment range of the operator is11.3%; In terms of employee mobility, the primary factor to attract employees is the company's good development prospects, which continues to rise compared with last year, reaching 54. 1%. Among the reasons for employee job-hopping, the lack of market competitiveness ranks first, accounting for 48.6%. From the perspective of salary structure, it is also reasonable. The proportion of annual basic salary of senior executives to total salary has decreased, while front-line employees have increased, reflecting the further optimization of enterprise salary structure; In terms of enterprise welfare, the coverage of traditional welfare is wider.

The salary adjustment range of operators is more reasonable.

It is understood that the annual salary survey report of XX enterprises in Suzhou High-tech Zone took a total of six months, and the total number of enterprises assisting in the survey reached 136, of which foreign-funded enterprises accounted for 82. 1%. Mainly involved in machinery manufacturing, electronic manufacturing, software services, medical devices and new energy industries, accounting for 39.8%, 24. 1%, 9.6%, 8.4% and 10.8% respectively.

The composition of participating enterprises in this salary survey reflects the changes in the transformation and upgrading of high-tech zones: (China) the number of headquarters enterprises increased from 20.5% in XX to 25.0%, the number of listed companies increased from 13.9% to 19%, and the size of branches decreased from 19.6% to 7./kloc-. In addition, the proportion of traditional mechanical and electronic enterprises decreased, while the number of modern service industry and new energy enterprises increased by 5. 1% and 9.9% respectively compared with XX, which also reflected the changes of high-tech zone industries.

According to the staff of Suzhou High-tech Zone Human Resources Center, in terms of salary adjustment range, in XX years, 92% of the enterprises in the High-tech Zone participated in the survey had their salaries adjusted. The data shows that in XX, the average salary increase of high-tech zone enterprises was 9.5%, which was 0.5 percentage points lower than that of XX. Among the salary adjustment ranges at all levels, the salary adjustment range of operators is 1 1.3%, and the salary adjustment range of professional technicians is 9.5%.

It is estimated that the salary increase at all levels in XX is slightly higher than this year, and the operator growth rate is 12%. In XX years, the average salary increase of the whole enterprise will increase to 9.7%. From the perspective of salary structure, compared with last year, the proportion of annual basic salary of senior executives to total salary decreased from 9 1.8% to 79.8%, the proportion of allowances to variable salary increased, and the proportion of annual basic salary of front-line employees increased from 58.9% to 63.9%, reflecting that the salary structure of enterprises in the region was further optimized and more reasonable.

Some enterprises offer their employees a five-day welfare holiday.

The report shows that in XX years, the average turnover rate of new employees was 38.4%, and the average turnover rate of employees was 29.4%. The rate of new employees is higher than that of voluntary resignation. Among them, the average turnover rate of employees in European and American enterprises and Japanese-funded enterprises reached 14.6%, and that of high-tech enterprises was 20.2%. In the employee turnover rate, the turnover rate of operators is higher than other levels, followed by sales staff, and the turnover rate of managers and above is also higher than other levels.

Among the main reasons for attracting employees, good company development prospects account for 54. 1%, good working environment accounts for 45.9%, adequate welfare guarantee accounts for 40.5%, competitive salary accounts for 27.0%, and reasonable employee promotion channels account for 2 1.6%. Among the reasons for employees' voluntary resignation, the lack of market competitiveness in salary ranks first, accounting for 48.6%, and the lack of promotion opportunities accounts for 23%.

According to the survey, in order to better attract and retain talents, high-tech zone enterprises pay more and more attention to employee welfare. The data shows that, in addition to housing provident fund, 59.5% of enterprises provide supplementary housing provident fund for employees, 33.3% provide rental subsidies for employees, 15.5% provide regular housing subsidies for employees, and 6.0% provide one-time housing subsidies for employees.

In terms of enterprise welfare facilities, the proportion of enterprises providing staff canteens is 7 1.4%, the proportion of enterprises providing free shuttle buses is 57. 1%, 33.3% enterprises provide staff bathrooms, 28.6% enterprises provide fitness/sports venues, and some enterprises provide hospitals/clinics, psychological consultation rooms and dormitories. These figures are higher than last year. In terms of employee leave, 69.0% companies provide employees with welfare leave in addition to the statutory leave, usually about 5 days.

75% of companies choose to postpone the unused statutory annual leave, 1 1.9% choose to void it, and 15.5% choose to discount it. Among the enterprises that choose to discount annual leave, 35.7% choose 3 times discount, 1 1.9% choose 2 times discount, and 3.6% choose 1 times discount. In terms of employee health, 95.2% of enterprises provide regular physical examination for employees, and 85.7% of enterprises provide physical examination once a year.

Among the enterprises participating in the survey, 2 1.4% will provide children's education funds for employees, which reflects that the welfare policies of high-tech zone enterprises are becoming more and more humanized and diversified.

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