On full pay on the management and improve the competitiveness of small and medium enterprises in Shanxi Province

Abstract: Shanxi management of SMEs in the payroll there are many unreasonable, from the perspective of human resource management, only the implementation of a comprehensive compensation management, economic and non-economic compensation pay both in order to improve the competitiveness of enterprises, go to sustainable development.

Keywords: SMEs, a comprehensive compensation management, competitiveness

Shanxi Province, including small and medium state-owned, collective, individual SMEs, but the vast majority of SMEs in various non-public, most of the town is small and medium enterprises. With the deepening of economic reform, the gradual establishment of market economy rules of perfect, small and medium enterprises face increasingly powerful and diverse competitors, competition becomes more intense, especially SMEs, will inevitably be pushed to today's economic globalization wave now, Shanxi Province, the situation is not optimistic SMEs, operating conditions is not a good majority of SMEs, there are a considerable part of the hidden losses of state enterprises in the SME growth is the bottleneck of human resource management, human resources, especially the relationship vital interests of the compensation management, but also must be improved.

1 Shanxi salary management system is not perfect
Overall management process from point of view, compensation management is a corporate human resources management at the end part, which is located after a series of human resource management functions. A reasonable salary distribution may lead to higher employee enthusiasm, more intense learning and innovation and desire; unreasonable salary distribution will lead to employee lazy, lack of motivation to learn and progress. Shanxi SMEs in pay administration, there are still many non-standard scientific place, hindering its development. salary management in the The main problem in the following areas.

1.1 remuneration system is unreasonable, the lack of incentive
Shanxi SMEs generally low wages, lack of competitiveness. SME
Industry in the labor market, the price advantage was with the state-owned enterprises in the competition for talent is one winning magic, but now the wage advantage of existing small and medium enterprises have ceased to exist. But the welfare of employees of SMEs to invest less, many small enterprises in addition to the monthly wages of employees, it is difficult to enjoy such as endowment insurance, medical insurance, unemployment insurance, housing subsidies
Stickers or other benefits, or worse still, some SMEs in order to avoid liability, do not sign labor contracts with employees, evil
Italy overdue wages, so that the legitimate interests of employees not protected by law, according to National Bureau of enterprise workers to pay social insurance payments statistics, Shanxi Province, belonging to backward areas with old-age insurance, SMEs pay health insurance payments even more is not optimistic. Shanxi most SMEs do not implement the long-term incentive for key employees, so the lack of attractive business and cohesion, many companies have employees working in the accumulated some experience switched to better treatment large companies. It is because of the unreasonable compensation system, making the incentive pay system should be meaningless.

1.2 emphasis on economic rewards, ignoring non-economic compensation
Currently, Shanxi Province, the remuneration of employees of SMEs generally use the basic salary or basic salary plus performance pay into touching way. A considerable number of SMEs will pay incentives for employees as the only means or the most important means, I believe rewarded under , there must be brave husband, as long as wages are high, it can attract and retain talent, as long as enough to pay salaries, corporate human resource management can reduce a lot of trouble.

Behavioral science theory and modern management theory, all employees are "social" rather than "economic man", they are an integral part of a complex society, they are not only the pursuit of material interests, there will be social and psychological aspects pursuit. employees wish to obtain in addition to material compensation, but also want the spirit of pay, that is, their pay based on work tasks, such as job challenge, responsibility, achievement, personal development opportunities, care, appreciation, respect, etc. especially for technical and managerial personnel, the spirit of pay and employee job satisfaction has a significant relationship now, Shanxi Province, there are some on the labor market because of large state-owned enterprises are not willing to SME development opportunities, for personal development of technical and management personnel, SMEs pay if we can give them more spiritual development opportunities and challenges of a sense of responsibility, it will attract people to business services, and promote the development of enterprises.

2 constitute a comprehensive compensation management system
For SMEs, the pay is an effective tool for business success, it can be beneficial to illustrate the value of its own staff and its importance to enterprises, but also the people most concerned about, just finished building a reasonable
Good salary management system in order to make the business healthy and rapid development. Links to free download http://www.hi138.com
2.1 The composition of a comprehensive compensation management system
The traditional pay employees engaged in the business is required to work, and get the money in the form of material compensation for the performance, enterprise remuneration paid to employees, while total compensation includes not only material compensation (salary economy, but also contains non-monetary remuneration of the spirit shown by (non-economic compensation, the compensation of material and spiritual unity of pay, as shown below.

2.2 Total Compensation Management content
(A pay structure to adapt to different people and jobs.

Pay full compensation management stress management and organizational strategy is linked, whether economic or non-economic compensation pay, should be based on an organization's specific business situation and the different needs of employees to adjust. Enterprises in compensation design, for different positions, different characteristics of employees choose a different salary structure. basic salary and performance pay in different management levels and in different positions in the salary structure of the characteristics of the different proportion, not an absolute standard, requires a combination of circumstances, especially SMEs in the design pay more to play its flexibility characteristics, to analyze specific issues. generally reflects two principles:
Ensure effective incentives - performance-based pay to a certain proportion, the ratio is too low will lead to loss of their incentive compensation performance,
Focus on health care - pay an important role in health care, in the salary structure to ensure that the proportion of basic salary, basic living requirements to protect employees. The high proportion of performance pay may result in employees not guarantee the basic living, to bear too much personal risk.

(2 economic remuneration and compensation to both non-economic nature.

Shanxi SMEs generally smaller, with fewer resources than large enterprises, can not say that on the whole advantage, and therefore to establish a comprehensive compensation management system, we have to pay attention to efficiency, remuneration policy, performance pay, benefits and several aspects of long-term incentive to choose their own way, to achieve a multiplier effect for low-wage population, economy, salary plays a vital role for the groups with higher income levels, especially for cadres, intellectuals and management, personal development opportunities, challenge, responsibility, social status and freedom of work and other non-economic compensation becomes more important that the pay system targeted at staff when required to pay employees need, play a multiplier effect, but also truly reflects the people-oriented modern human resource management thinking. Many small and medium enterprises in Shanxi Province, on the very low cost employee benefits, they often feel that as long as their employees higher wages can attract and retain employees, while neglecting the other components of pay: welfare benefits for the staff of life protect and enhance the staff, especially for general psychological protection for employees of SMEs to enhance cohesion of the foundation has played a huge role, first as a corporate employee to pay for pension, medical and unemployment insurance, social insurance is to address the role of employees to worry about actively engaged in their own work done, may increase the cost of small and medium enterprises, but to consider the long term, small and medium enterprises to build a people-oriented human resources management, employees must be paid in accordance with the provisions under the law of insurance is is inevitable shape, followed by benefits to pay attention to the diversity of the SME can provide employees with housing subsidies or interest-free housing loans, for senior technical staff and senior managers, enabling them to free use of corporate vehicles, reimbursement of travel with their families fee, tuition reimbursement or sponsorship child, additional life insurance business for junior staff, they can be regularly organized group travel, a regular annual physical examination, the staff sent flowers and birthday cake, and so are the benefits of the policy to retain employees In addition in the vacation system, should include not only national holidays, it should be based on their actual years of service and staff leave to give the corresponding treatment.

According to Maslow's hierarchy of needs theory, human needs are many, and the highest need is self-development and self-realization. SME development to give employees a platform to help employees improve the optimization of career, to carry out multi-level multi-faceted staff training, so as to retain talent, to enable enterprises to take the road of sustainable development.

References
[1] Zhang Jianguo. Salary system (first edition [M]. Beijing: Beijing University Press, 2003.

[2] Qi Yongxing. The status quo of China's SMEs and innovative compensation management research [J]. Inner Mongolia Finance Journal, 2007, (4:68-69.

Links to free download http://www.hi138.com