Optimized Design Of Compensation Plan About J Company

China has entered The World Organization (WTO) for five years. Eeonomie globalization influenced our country's enterprises especially the circulating field corporations deeply. China has opened the trade sector gradually in order to adapt internationaleeonomicalsociety's rules. It means that the state—owned foreign trade enterprises have lost their operating authorities, since all kinds of foreign trade business of manufacturing increase rapidly. Under this situation foreign trade talents are facing more chances and more competitions, and they show more importance for the state-owned foreign trade enterprises'surviving and developing.J Corporation (Called J hereafter) is one of the most famous enterprise specialized in import and export.With ten years,J has built good relationship and an extensive international sales net as well as smooth financial chain.How to make use of these advantages to converse disadvanges to good points and transact flexiblely in the market competition is achieved by capable people.However,it is serious that the number of job-hopping of capable people kept soaring these years.After analyzing, we found the main reason is that the ineffective stimulation of salary did not active the enthusiasm of staff.As a result,the staff looked higher beyond the salary and would like to find a better job.Thus, J has to built a competitive system of salary including personal salary plans to attract staff to make a steady team with high efficiency to carry out sustainable development.From the phenomenon of the lost of J's staff,this article tried to analyse the reasons and then review the salary theories and polices from which to discover the conceptions, meaning and essences managemental salary.The salary project of J which is running is far behind the need of WTO and economics internationalize.J has to make repective improvemen by using matureal analyze tools of positions and ways for reference to analyze the positons of J and optimizing present salary projects.Try to offer some cases and be good material for domestic foreign trading enterprise to buil appropriate t salary plans.This article is divided into five chapters. In the first chapter, the article introduces the research background and basic theories, including human capital theory, profit-sharing theory, intellectual capital theory, efficiency compensation theory and so on. Chapter II analyses Company J's salary status briefly and brings up J's existing problem in its current compensation plan. There is a lack of strategy plan in salary management, shortage of scientific evaluation of the position, unreasonable design of salary level and inefficiency of salary incentive, etc. These problems have seriously restricted the development of the enterprise, reduced the staff's initiative and were inconducive for operators to control costs, improve operating performance and shape excellent corporate culture. To solve these problems, I propose ideas and goals to optimize the construction of compensation plan with strategy-oriented principle, equity principle, competition principle, incentive principle, economic principles and legality principle, combined with a brief analysis of the salary market to optimize the formation of the program's strategy. Chapter IV is the central part of this article, which argues the construction of compensation. The process generally include the following: the first step to carry out scientific analysis of the positions and job evaluation, including J's business processes profiles, identification and analysis of key positions, job preparation of the prospectus, the key position to assess the value table, evaluation and capacity of staff position . The second step of J's salary budget and on control, including the salary cost of several different ways and pay the cost of the control of different ways. The third step combined with the pay grade structure and salary structure of the two elements to determine the salary structure. The fourth step J for the company's own structural characteristics of the different levels of personnel and salary levels. Chapter V discusses the merits of the pay program optimization, and to evaluate the effect of the implementation of safeguards. In order to pay the true optimization program implemented, they need to build and improve the performance management system, foster innovation and enterprise mainstream culture, to push forward the reform of property rights system again.