The Salary Management System Of Small And Medium-Sized Enterprises Is Faced With Five Difficult Problems.

< p > < strong > 1. Salary management does not match enterprise development strategy < /strong > < /p >
At present, many small and medium enterprises in China lack the rational strategic thinking on the definition of the concept of compensation management in P. Strategy is an overall and long-term plan and strategy for enterprises to seek long-term survival and stable development in order to adapt to changes in the future environment. Formulating corporate remuneration strategy is particularly important for small and medium-sized enterprises, which is related to whether enterprises can attract talents and retain talents, and whether they can achieve overall strategic objectives. < /p >
< p > the salary strategy must be coordinated with the overall strategy and human resource strategy of the enterprise. At present, most of the small and medium-sized enterprises in China regard the salary as a goal in terms of the remuneration theory, and lack of consideration to match the salary management in the enterprise strategy. < /p >
< p > the right way is to design the salary management system from the overall strategy of the enterprise and the height of human resources strategy, and combine the performance management system to maximize the enthusiasm and creativity of the staff, so as to match the salary management with the strategic objectives of the enterprise. < /p >
< p > < strong > two, the salary system is unscientific, nonstandard, and lacks flexible pay system < /strong > < /p >.
< p > is a system that determines the remuneration level according to the grade according to the factors such as the degree of responsibility, the degree of accuracy, the degree of responsibility, the degree of burdensome and the working conditions of the company. The salary system is the foundation and foundation of other components of the salary system. The unscientific salary system is the root of other salary management problems. < /p >
< p > however, many small and medium-sized enterprises have not formed a scientific and reasonable salary management system, resulting in obvious problems in the management of wage system in these small and medium-sized enterprises. < /p >
< p > a lot of small and medium enterprises do not make pay check surveys. Even if they do, the scope of investigation is very limited, only a rough look at the overall salary level of the market. Moreover, the wage standards of many small and medium enterprises employees are established or determined by the leaders of enterprises. There is no clear basis and scientific method for the calculation of all kinds of wage items of employees. Employees can not understand their general income through the salary system, which seriously damages the enthusiasm of their employees. < /p >
< p > the lack of flexibility in the salary system mainly refers to the fact that the salary level of employees at different levels and positions is less in the salary structure, and the items in the wage system are less related to employee performance or enterprise benefits. In general, it shows that the wage gap between employees is small and the wages of staff workers are basically not undulating, so that performance and salary can not be well linked, and can not give full play to their incentive role. < /p >
< p > < strong > three, < a href= > http://www.91se91.com/news/index_c.asp > salary system < /a > transparency, neglecting the role of salary communication < /strong > /p >
< p > employees are generally highly sensitive to the fairness of the remuneration system. The opaque salary system will enable employees to feel that the enterprise is carrying out a black box operation, which will make employees doubt the fairness of the system, lose trust in the enterprises, and reduce employee satisfaction, thereby weakening the incentive function of the enterprise salary system. < /p >
< p > many small and medium enterprises in China adopt the system of pay secrecy, making it difficult for employees to judge whether there is a certain connection between reward and personal performance, which leads to suspicion and dissatisfaction among employees. < /p >
< p > an important principle of salary management is "salary is communication". Management can only make the salary system more scientific and effective by communicating with employees through mutual communication with their employees and opening relevant salary information. < /p >
< p > < strong > four, < a href= > http://www.91se91.com/news/index_c.asp > welfare system < /a > is still not perfect < /strong > /p >
< p > employee welfare is an important part of the salary system. It is remuneration for employees or other organizations to provide employees in the form of welfare. It is the care for employees' lives. It is all material treatment provided by the organization except wages and bonuses, and it is the indirect return of labor. < /p >
< p > enterprises should establish long-term cooperative relationship with their employees. Besides basic salary and variable salary, they should also make effective use of welfare measures to show the importance of talents and concern for employees. < /p >
< p > however, many small and medium enterprises in China invest less in their employees. Some of them even fail to cover the "three risks and one gold" in social insurance. < /p >
< p > some other small and medium-sized enterprises have provided "three risks and one gold" for their employees, but they have not started to design the welfare of enterprises from the point of encouragement and the specific needs of employees, such as vacations, paid leave, etc., but the implementation of welfare is not large enough, and no perfect welfare system has been established. < /p >
< p > strong > five, ignoring some important a href= "http://www.91se91.com/news/index_c.asp" > non economic remuneration < /a > /strong > /p >
< p > non economic rewards include participation in decision-making, opportunities for learning and progress, challenging work, ensuring employment, and the realization of personal value of employees. At present, a considerable number of small and medium-sized enterprises regard economic remuneration as the only means or the most important means to motivate employees. They think that as long as they pay enough wages, they can absorb, motivate and retain talents. Those who have higher education level first value non economic rewards such as personal development opportunities and sense of achievement, followed by high wages and other economic rewards. < /p >