On The Compensation System For The Specialized Technical Person Of TianJin MSA

Tianjin Maritime Safety Administration (Tianjin MSA) is a public service organization with law enforcement functionalities. Facing the rapid development of maritime cause, Tianjin MSA, as a waterborne traffic safety authority, had to develop a scientific, reasonable and perfect salary system to attract, inspire and keep its technical professionals. This paper, guided by the domestic and foreign theories on salary, introduced the concept of comprehensive salary system, which combines the theories of strategic salary, broad band salary and contextual performance and uses the technical professionals of Tianjin MSA as the objects of the study, in order to develop a salary system adapted to the maritime development strategy and the characteristics of technical professionals.This paper is consisted of five parts:the first part introduces the background, significance, methodology, relative concept of the study as well as the current status in China and overseas; the second part introduces the theoretic foundation; the third part compares the salary systems in other public service units and Tianjin MSA, analyzes the current salary system of Tianjin MSA for the technicians, and indicates the advantages and disadvantages of the original system; the fourth part is the most important, indicating the shortcomings of the original salary system after a comprehensive study on the salary system of public service units, and providing means to improve the salary system; and the fifth parts is a conclusion.The author holds the belief that, according to the comprehensive salary theory, the salary system of Tianjin MSA should be composed of economic salary and non-economic salary. Direct economic salary, including basic wage, performance wage, allowance and indirect economic salary like welfare, combined with non-economic internal and external salaries, composes a complete salary system. Meanwhile, the shortcomings of the original salary systems, such as the deployment of posts, relations between salary and performance, lack of performance assessment mechanism and the absence of non-economic salaries, are also found in the salary systems of other public service organizations. Therefore, this paper is of reference value for other similar organizations.