Research On Optimization Of YQ Salary Management System

Coal is an important energy product in China and one of the basic industries in the industry.It plays an important role in social and economic development.Studying YQ’s compensation management will also have a huge impact on the overall performance of coal enterprises.In order to improve the satisfaction of YQ employees on salary and propose a targeted salary management optimization design for YQ company,this paper uses the literature method,field investigation method and case analysis method to pay the salary based on the existing research at home and abroad.The concept of management and compensation system is defined.The theory of demand hierarchy,fairness theory,two-factor theory and expectation theory are used to analyze YQ’s salary management system and distribution principle,salary level,salary structure,salary system and salary system.Based on the analysis of the current situation of YQ’s salary management,this paper analyzes the problems of YQ in terms of salary level,salary structure,performance appraisal and salary system.These issues include: low salary level of grassroots employees and salary changes of grassroots employees.Larger,lack of flexibility in bonus distribution,single-form award form,performance evaluation is difficult to reflect fairness,performance evaluation criteria are unreasonable,salary system is unreasonable,and professional and technical value is difficult to reflect.This paper analyzes the optimization path of YQ’s salary management system from the aspects of YQ company’s compensation system optimization overall thinking,principles,objectives and contents.According to the status quo of YQ’s salary management,the problems arising from salary management,the principle of optimizing YQ’s salary management,the overall thinking and the goal of optimization,YQ is proposed from four aspects: salary level,salary structure,performance appraisal and salary system.The optimization strategies of the company’s compensation management system mainly include: strengthening the training of grassroots employees,stabilizing the salary level of grassroots employees,improving the flexibility of bonus distribution,enriching the setting form of individual awards,highlighting the fairness of performance appraisal,and establishing Reasonable performance appraisal standards and exit mechanisms,well-designed remuneration systems,and improved treatment of professional and technical personnel.The main conclusions drawn are: higher-level needs will only be generated after lower-level requirements are met,and once the demand is met,it is not motivating.Employees not only pay attention to their total compensation,but also compare the amount of compensation with others.The result of this comparison will form an incentive for employees.When implementing specific incentive policies,we must take into account the factors that have a health-care role for employees,and also take into account the incentives for employees,meet the higher-level needs of employees,and make the results of incentives meet the expectations of employees..