Salary Management of the reform of power

Paper Keywords: compensation management human resources + + Electricity
Abstract: This article is based on the current results of the Research enterprise compensation management and methods to + + power enterprises in the Research object, Salary Management discussed the theories and methods, through the Human Resource Management survey, of the existence of Salary Management The problem, in this based on the ten thousand changes in corporate pay, compensation management system developed were discussed.

In human resources management, compensation management is the core, has to meet the various needs of employees and inspire their work motivation, affect their attitudes and behavior, to encourage their creation of excellent performance, their individual potential and initiative, to the effectiveness of the incentives for enterprises. Changes in pay can influence the choice of people to work, and can regulate the people, the relationship between people and organizations. corporate front-line employees in a variety of profit-driven, job-hopping are quite serious. In order to adapt to changing internal and external environment, based on enterprise development strategy, business to improve the pay distribution mechanism from the start to establish a modern enterprise system as the overall objective of pay, based on characteristics of electric power production and operations, establish scientific and standardized system of remuneration and compensation to develop or improve the management of relevant supporting systems. to adapt to the changing market environment, the enterprise's strategy, the Human Resource Management become an important means to obtain competitive advantage.

1. + + Enterprise Compensation Management Problems
Through the investigation, expected salary management problems enterprises can be summarized as follows: (1) the overall level of pay is not high. This is not satisfied with the pay of employees of a major aspect, but also they believe the recent period Since the main reason for loss of business people. (2) pay unreasonable distribution, internal equity to be improved. Many employees feel that unreasonable salary distribution within the enterprise, that enterprise-class line Kong generally low wages, the same in different positions within the department much difference between the post level, and income to pay out of proportion and so on. (3) bonus means unreasonable. employees that the secret bonus prize this way is not good, should be open or semi-public; some of the staff that is not the amount of performance pay large, would not achieve incentives; also the number of employees that pay for performance, too subjective, there are no standard system of reasonably associated with the implementation of the assessment. (4) reward and punishment system does not and so on. some of the staff that the penalty is greater than awards or enterprise impunity is the prize. (5) is not linked to pay and corporate profits. staff's salaries and the profits of enterprises to create is not linked, such as the "last effective, has never felt how much revenue increase," "efficiency of enterprises and the establishment of better than , but our payroll is basically determined by the Board was first set up so many ', etc.

2 + + Enterprise Compensation Management Causes Problems
2.1 The organization set unreasonable
(1) there is some redundancy department staffing, workload is not full. The staff reflected mainly in property, administrative departments and other departments. (2) Some job responsibilities unclear, leading to confusion, and mutual responsibility to push the lure. For example, the Ministry of Finance and engaged in operating budget of the Department are involved, but they lack of control and evaluation. (3) the employer failed to staffing long. Some employees reflect their skills do not match with the host's job, but also reflect the enterprise employees in the organization of work does not consider them professional, experience. (4) the management of individual positions one multiple roles, the management plane is too large, difficult to guarantee the quality of work.

2.2 Internal communication systems are imperfect
Lack of a complete enterprise communication channels and communication mechanisms, leading to serious communication problems. Mainly as follows: communication channels between upper and lower levels is too narrow and too few opportunities to communicate. Employees to reflect the 'top leaders do not often go to visit the following " , while the following to the top of the problem and provide recommendations and more difficult; the lack of interdepartmental communication mechanism between the various departments do not understand, so each attack the other side did little to take much sweat, so that the whole enterprise was filled with a bad atmosphere

2.3 career planning staff has not done enough
Business-to-career planning staff has not done enough, as follows: age structure of the enterprise is unreasonable, the current position in the management of the personnel and staff are very young ages are broadly similar and, in addition to the short term is difficult to expand the size enterprises, which so few opportunities for promotion of staff. The second is "can not only under the" mechanisms have also hindered the promotion of enterprises to provide staff development opportunities to meet their career .. Third, enterprises are available to the general staff, especially staff training opportunities are more less. Although the past two years, a growing emphasis on business training, but there is mainly for management, access to training opportunities for general staff is still relatively small.

3, + + reform measures Salary Management
3.1 The objectives of the reform
To achieve the goal of pay reform is to re-establish a business that reflects the principles of fairness, the difference principle and the principle of dynamic compensation system. Specifically, is the reform of enterprises compared with other companies pay the standard has some competitiveness, which reflects the external equity; corporate pay structure can make employees feel between themselves and colleagues to pay a reasonable relationship with the income, which reflects the internal equity.

3.2 Salary Structure
Salary structure, including wages, bonuses and benefits of three parts. Which from a fixed salary and variable pay constitutes wages, bonuses by the quarter, year-end awards and special incentive structure, welfare, including social insurance, housing fund, supplementary insurance and self-help benefits. As shown in Figure 1 .

Links to download free paper pay determinants http://www.hi138.com 3.3
Decision to pay the wages of the system elements include the responsibility, knowledge, skill, effort, environment, enterprise short-term performance, the department short-term performance. Bonus determinants, including staff of the enterprise value of interim performance businesses and their special contribution to the welfare of the decision factors including age, length of service and value to the enterprise.

3.4 The total remuneration constitutes
The design of the pay structure, the total payroll, including business, bonuses and welfare of the total amount of three. Total wages and business conditions linked quarter, year-end bonuses linked to the gross profits of enterprises, and corporate special prize amount determined under the specific circumstances, quarter, Total year-end bonuses and special bonuses and the total prize amount will be as; welfare state provisions, including the total aggregate of the benefits, corporate insurance and self-help benefits the total amount.

3.4 The total amount of wages
3.4.1 Principles for determining the total amount of wages
Total wages determined by the proportion determined by the Board; employees and the company share the success of risk; business-effective, high-income employees, and vice versa less. Employees linked to incomes and on the basis of business, maintain a certain stability.


3.4.2 The structure of monthly salary
Monthly wages of employees by the composition of fixed wages and variable pay, fixed pay and variable pay ratio reflects the stability of income of the staff. The so-called normal, is basically complete enterprise business plan (that is, actual operating results, neither significantly more than planned, not far away with the plan), and the normal performance of employees.

3.4.3 fixed wage
Enterprise issued a fixed wage employees basic salary per month, this part of the operating conditions of the monthly wage is not affected enterprises, only linked with the staff of the monthly attendance. An employee of the staff a fixed salary = fixed Kong Series * value * Fixed the normal post-class attendance Days / Standard attendance days (post salary Bu base salary + annual performance pay in which the normal attendance days that the statutory standard working hours, employees actual attendance days. normal attendance days do not include the extension of working time and national legal holidays, holidays attendance days . Fixed some post-class values of each year, every year by the end of business enterprises under the operating conditions of the previous year, and next year the business objectives and compensation budget decisions. refers to the monthly salary of power distributed to staff as part of the basic wage, this part of the wages Monthly operating conditions are not affected business, only employees working age linked.

4. + + Evaluation of Enterprise Compensation Management Reform
+ + Business design and determine the remuneration package, change the implementation of the program to run through the three-month trial period, and achieved positive results.

4.1 improve the salary system
First, the full introduction of the broadband pay, according to staff experience, ability and other factors that exist between individuals, the implementation of broadband pay, making the salary of each job has a certain level of increased space. The second is to adjust the wage structure, wage jobs divided into two parts, fixed and floating, and pre-performance conditions will directly affect the subsequent stages of the floating wage rate. floating wages in the jobs vary in the proportion of wages, the greater impact on the business goals of the posts, the higher the proportion of variable pay . Third, calculation of work time to take a comprehensive calculation of working hours and irregular working hours and other forms of contractual overtime use, strict control to prevent the overtime from the system out of control.

4.2 to promote the rational flow of personnel
Through change, some employees as a result of the pressure of responsibility and work standards, produced a sense of crisis and not suited to, choose to leave the company to achieve the purpose of the rational flow of business people. While in properly utilized, can make the best use of the principle of employees were part of the change in position. jobs is the main basis of changes in staff attitude, capability, performance and other factors. not meet the job for employees working for the job transfer, or a waiting list down post processing, for the more outstanding employees were promoted to positions. For a moment there is no suitable candidate key positions, both inside and outside the enterprise open recruitment conducted to determine the best candidates. The pay changes, nearly 1 / 4 of the staff positions had larger changes in production department and production department within 17 changes in more than 50 people between jobs, production, and institutions, changes in logistics sector jobs among more than 20 people, which caused some among the staff response.

Pay and pay through the implementation of the program changes, expected salary employees work philosophy and concept has been improved. Practical fulfill their duties, earnestly fulfill their duties, and constantly improve their overall quality to meet the needs of enterprise development, has become the work of staff positions efforts in the direction. reposted elsewhere in the Research Papers Download http://www.hi138.com