Research On Remuneration System Reform Of S Company

Strengthening human resources management, tapping into internal potential and improving overall competitiveness is an important task facing State-Owned Enterprises or SOEs nowadays. As an important part of human resources management, remuneration management is key to an enterprise's future development in a way that reasonable remuneration system can motivate employees and improve an enterprise's competitiveness. How to create a strategy-oriented remuneration system that can maintain a balance between fairness and motivation at the same time can realize an enterprise's sustained development is a question that needs to be answered by SOEs.This article studies the case of S company's remuneration system reform. Emphasis is given to discuss how to design remuneration system with the objectives of'market-oriented, proportional to one's performance, unified internally and structurally simple', and how to effectively implement the reform proposal, to create a remuneration system that fits into the company's strategy and is fair, effective and market-oriented.In the first part, this article introduces the background and significance of the study, defines the research questions and major tasks, reviews the progress of remuneration system theories and research, and concludes the research methodology, roadmap and framework that will be used in this study.In the second part, this article carries out an in-depth analysis of the S company's current situation before reform, including remuneration system, company overall situation, employee profiles and existing problems.The third part of this article mainly deals with the design of remuneration system with reference to the principles and objectives of the reform set forth above, the design includes remuneration items and contents, principles of salary grades for different posts, methods and procedures of post evaluation etc. A post value matrix is created which reflects both the work value of different posts and relevant value of different posts. The matrix is used with other requirements such as the overall salary cost control, to create a salary grade form for S company.The fourth part studies the control points in S company's implementation of the new remuneration system, sets up a scientific and reasonable implementation scheme for the smooth introduction of the new system. The last part analyzes the problems that may occur during the implementation stage, these problems need to be solved if a company wants a stable, fair and competitive remuneration system in place in a smooth way. The author hopes that the procedures, methodology and roadmap mentioned in this article in some extent can offer valuable experience for other companies in their remuneration reform efforts.The objective of studying the real case of S company is to help solve the actual problems that may occur during the implementation of remuneration reform, the author hopes that the procedures, methodology and roadmap mentioned in this article in some extent can offer valuable experience to other companies in their remuneration reform.Through this case study, I suggest that the establishment of remuneration system should be self-oriented by our own strategy of development, not only based on three principles of fairness, equity and encouragement, but also based on combining current situation of human resources, corporation culture and growing history together. It is essential to establish a good remuneration system, the steadily and orderly control for the implementation is the guarantee of the smooth payment reform. S Company's successful implementation of the salary reform proves that conclusion workable.