Salary System Redesign Of GSEPC

As a wholly-owned subsidiary of State Grid Corporation of China (SGCC),human resource management (HRM) conception of Gansu Electric PowerCorporation (GSEPC) was behind its development because of effect of historicalsystem and some other factors. Therefore, HRM system didn't meet the demand ofpresent market competition. Now, salary management has become a centralizedexpression point of various conflicts in HR system and a bottleneck in the competitionand development. So, it was imperative under the situation to analyze status quo ofsalary management, redesign the salary system and push HRM reform combiningwith operation management of the corporation.Main content of this paper is to study salary system improvement of GSEPC.There are five parts in it.By the analyzing of HRM of GSEPC, this paper studied salary managementsituation and some problem existed in our mind, system and market adaptability.Meanwhile, it objectively scanned real operation effect of present salary system.Started with salary management, this paper submitted strategy, organization, duty postand operation goals for improvement of HRM of GSEPC. It specifically describedprinciple and goal of salary system redesign of GSEPC and submittedcountermeasures about duty post and performance management. It systematicallyillustrated management scheme, expecting effect and key point in implementing ofsalary system redesign of GSEPC. Salary system redesign would drive and promoteoptimization of duty post and performance management. According to the principle of"post clearly, salary socially, bonus performancely", GSEPC should buildpeople-oriented salary system which was based on duty post salary and exploit HR tomeet the demand of corporation development and achieve whole improvement ofHRM level.