Small Retail Chain Enterprises Salary Management Optimization

Since the1990s, chain operation spreads in retail business very quicklyin China. Retail chain enterprises develop very fast. But the marketcompetition of retail chain becomes more and more fierce when the domesticmarket develops constantly and overseas-funded enterprises came intoChina. Small retail chain enterprises are under great pressure. Becauseof the characteristics of small retail chain enterprises, it is difficultfor small retail chain enterprises to attract talents and keep talentsin the fierce market competition. The common problems of small retailchain enterprises in salary management amplify the difficulty. Talentsare the sources of power which can develop the enterprises. If the commonproblems cannot be solved, the competitiveness of small retail chainenterprises would be reduced and the viability of small retail chainenterprises would be damaged.To solve the common problems of small retail chain enterprises, we needto optimize the salary management of small retail chain enterprises. Thearticle follows the road which is: discover problems, analyze problems,put forward the optimization schemes and apply the optimization scheme.First, based on the latest research of salary management and incentive,analyze the present situation and the characteristics of small retailchain enterprises. Second, seek and summarize the common problems of smallretail chain enterprises in the salary management. Third, analyze thereasons which cause the common problems. Fourth, put forward theoptimization schemes which could solve the common problems. Fifth, applythe optimization schemes on Company S. By way of literature search andon-the-spot investigation, the Four Problems are found. The backwardnessin the idea of salary management, the unscientific salary design, the lackof enough incentive in salary system and the low salary level which islack of market competitiveness are the Four Problems. There are fourreasons which lead to the Four Problems. The loss of salary strategicplanning, the lack of professional human resource practitioner, theinadequacy in salary management of the managers and the available humanresource which is not fully used is the four reasons. By way of applyingthe theory on salary management and incentive, the article put forwardthe optimization schemes which could solve the Four Problems, based onexecutor, idea protection and promote system. Then apply the optimizationschemes on Company S. During the application, put forward the optimization guide of Company S salary management, based on the traditional salarydesign model and practical operational approaches. During the design ofCompany S optimization schemes, apply the questionnaire survey method,interviewing method and International Position Evaluation System (IPEsystem) which developed by Mercer Management Consulting on Company S.Optimize the whole salary system of Company S.To solve the Four Problems, the article put forward the optimizationschemes. First, hire professional human resource practitioners. Second,establish the salary management idea which is people oriented. Formulatethe salary strategy which is suited to the enterprise strategy. Third,pay attention to salary survey. Establish salary system which isperformance orientation. Design the salary system which is interiorfairness and external competitive. Diversify the welfare. Value the nofinancial compensation. The optimization schemes are successfullyapplied on Company S. Solve the problems in the salary management ofCompany S and make Company S develop faster. Be praised by the managersof Company S.