The Study Of Position-Performance Pay Systems Of Shanxi Branch China Aluminium Company

As an important part of human resources management, compensation system plays a very important role in attracting talents, retaining talents and encouraging talents. China's state-owned enterprises have made great achievements, but the existing salary system of many enterprises is not very reasonable yet. Shanxi Branch China Aluminium Co., Ltd (SBCAC) is a largest branch of China Aluminium Co., Ltd who is a state-owned enterprise listing abroad. Now SBCAC is facing the same perplexity. So, it's necessary to study and rebuild the Position-and-performance pay of SBCAC which is applying. The final purpose of this thesis is to obtain a new applicable compensation model for SBCAC.The thesis take the Position-and-performance pay as the case, use the human resource theory, especially research the advantage and the shortcoming of the existing position-and-performance pay systems. The process of the research begins at the survey and analysis of the enterprise background, the current compensation system. In order to reform the former compensation systems which look on all employees, the paper make out compensation systems to adapt to all levels position layers, for example, Middle-level manager, expert position, technical cadre man, marketing employee, common manufacture worker. And so, form the position-performance-based pay systems. More details about this new compensation model expand in this thesis as well; This paper detailedly introduces the composition, distribution course and calculation ways of position-performance-based pay systems. At last, the paper bring forward a series of strict assurance measure. First, help all employees to change the conception in good time. Second, perfect the position appraisal systems and performance management systems, and make the performance systems justly, equitly, openly.It will be significant to develop the employees' potential, to improve their work efficiency, and to increase enterprise core competencies when this new compensation model is applied in SBCAC. It will also be helpful if it can be put into practice for our whole enterprise or for other state-owned enterprises.