Reasonable Allocation Of Performance And Salary Twins Is The Key.

< p > performance and < a href= "http://www.91se91.com/news/index_c.asp" > salary < /a > like twin brothers, each other's dependence is very high.

For performance analysis, here we can follow the pay structure thinking path from the perspective of staff motivation to take a further step to see what will happen.

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< p > we give a condition again: a marketing team introduced the salary mode, and their performance wage proportion accounted for about 20% of the total wage. According to this judgement, we will surely agree that this is a high salary, low a href= "http://www.91se91.com/news/ index_c.asp" and incentive less than /a mode. Under this mode, the income gap will not be opened up, and the most essential incentive function of salary can not be reflected here.

Enterprise organization is not a charitable organization, it needs to do "work".

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< p > we must realize that sometimes the goodwill of organization may bring about the bitter fruit of not making progress.

How to solve this contradiction, if we want to implement this chairman's intention and let the remuneration system embody the goodwill and warmth of the organizational culture, the core point should be reflected in the responsibility of the employees, and the ultimate settlement and its deep meaning should be responsible for the improvement of the employees' career prospects and ability.

That is to say, we must solve the problem of virtual and real performance.

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< p > as a principle and principle, aiming at the characteristics of enterprises and industries, we should tailor and integrate all elements of the company and enrich and perfect our own salary system in the process of practice.

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< p > < a > href= > http://www.91se91.com/news/index_c.asp > > performance > /a > the relationship between the virtual and the real. Generally speaking, it is to solve the problem of neutralization with ability and quality improvement as the guidance and performance efficiency as the guidance. Only by truly handling the relationship between the two, can organizational management achieve and achieve the goal of "virtual", "real" and "complementary".

The use of integrated virtual and real indicators (performance and ability to improve the various system indicators) to enhance management, remuneration return and the actual situation of the evaluation method combined to achieve it.

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< p > the values and values of employees are compatible and like-minded. They are easy to form a cultural blending field.

Under this premise, as long as employees have enough skills and quality, they will inevitably produce beneficial behaviors to the enterprises, which can lead to good performance results, enhance employee skills and reflect through salary appraisal, which will inevitably lead to the overall performance improvement goals of enterprises.

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< p > in the comprehensive evaluation index of combination of deficiency and reality, staff's attitude, skills, literacy, values, resonance and ability to raise the scope of evaluation are virtual indicators, which play a leading role in the achievement of real performance indicators.

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< p > from the perspective of practical operation, we can draw lessons from management tools and application strategies: introduce competency model to evaluate employees' competency, enhance employee's ability as an engine, guide the development of the company's short and medium term goals, and take the two sides into consideration and promote the coordinated development of the organization and staff's capabilities.

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