Incentive case 1: The property management company under a real estate group attached great importance to the standardization of management and the mobilization of all staff in the early days.

It can be seen from this case that whether the salary system of an enterprise is scientific or not has a great or even fatal impact on the development of the enterprise. How to establish a scientific and reasonable salary incentive mechanism, how to give full play to the best incentive effect of salary, so as to attract and retain talents, build an efficient and stable workforce, and realize the sustainable development of enterprises is a very important task of enterprise human resource management.

1. The ideal salary system of modern enterprises should achieve three purposes.

In the long-term management practice, due to the short accumulation time of human resource management experience in Chinese enterprises and the lack of attention paid by enterprises to this aspect, there are serious defects in the basic work of human resource management, and the contradiction of enterprise salary is becoming increasingly prominent.

The ideal salary system of modern enterprises should achieve three purposes: the first is to provide competitive salary in the market to attract talents; The second is to determine the fairness within the organization and reasonably determine the relative value of each position within the enterprise; Thirdly, salary must be linked to work performance, which can stimulate employees' work motivation, reward excellent work performance and motivate employees with monetary rewards. Whether the salary level of enterprises is reasonable or not directly affects the competitiveness of enterprises in the talent market. Only when the salary is competitive with the external environment can enterprises attract all kinds of outstanding talents needed for development. The salary level of enterprises in the above cases is low, especially the salary level of key technical backbones is obviously lower than the market, which leads to the loss of technical backbones and some middle managers. Salary lacks market competitiveness, and the consequences of brain drain in enterprises are extremely obvious. As a result, enterprises constantly recruit new employees to meet operational needs, while old employees constantly leave their jobs, which is a great waste of human resources.

2. Employees are more concerned about the wage difference than the wage level.

It is found that from the perspective of enterprises, employees are more concerned about the salary difference than the salary level. The differences in employees' personal abilities, jobs and work attitudes will inevitably lead to differences in personal salaries. How to make this "difference" not only encourage advanced but also be accepted by most employees, but also reflect fairness is becoming more and more important for salary management. In the actual salary management, this point is often ignored.

In the case, the manager of the engineering department of the property management company resigned because the salary between posts was unreasonable, which did not reflect the relative value of posts within the enterprise and caused unfairness. The position of engineering manager is more difficult and more responsible than that of logistics manager, which should reflect this difference in salary. In fact, there was no such difference, which led to the project manager's lack of enthusiasm before and later resigned. The salary design of enterprises should follow the principle of "fairness and justice", especially internal fairness. The salary level must reflect the size of post responsibility and ability between different departments or between different personnel in the same department, that is, the salary difference must be reasonable. Unreasonable internal salary will cause asymmetry of rights and responsibilities between different departments and individuals in the same department, which will make some employees feel unfair in comparison and cause psychological imbalance. In order to strengthen the internal fairness of enterprise salary, it is necessary to reasonably determine the relative value of different positions in the enterprise, that is, to do a good job evaluation in the enterprise