Research On Salary Group 's Strategy - Oriented Salary Management

In recent years, commercial real estate of China grows very fast, business has become one of the pillar industries of the national economic, so the level of the commercial development has become an important symbol of expanding domestic demand work of provinces, cities and regions. With the global economic integration and the increasing development of information technology, business internationalization is very necessary, so more and more domestic enterprises have carried out the reform of the management system and begun to try the international business strategy to achieve their integration with the international market. However, this initiative has led the enterprises in China to face more external shocks. Compared with developed countries, business enterprises management of China is still at a low level and many enterprises also lack a clear development strategy objectives and advanced management level. The necessary requirement is the enterprise management mode including the various modules of the enterprise management needs to make the appropriate dynamic improvements in time.Human resources management reform is particularly important in the process of the reform. Human resource is the first resource of the enterprise and the core of enterprise management. In the context of reform, there are two urgent problems:the first is how to do the human resource management well; the second, how to make human resource planning, coordination and deployment from the height of the corporate strategy to help the enterprise to shape the core competencies and creative sustainable competitive advantage.Then the article takes Nanjing Shilin Group Co., Ltd., for example. Taking three supermarkets of its business management center as research subjects, analyze the remuneration management status of Nanjing Shilin Group Co., Ltd., combining the qualitative and quantitative methods and the experience and introducing the quantitative model to provide decision-making reference, to provide a reference for the enterprise compensation management in human resources management reform. To make the analysis and argumentation sufficiently, the writer not only browsed many references and many outstanding enterprises’compensation management programs, but also collected a large number of historical data. Although the special research subject of the article is Nanjing Shilin Group Co., Ltd., the writer tried to combine the concepts and methods of remuneration policy management in the process of strategic transformation and the theory and practice of human resource management, to establish a framework program for the compensation system of the various trade and business enterprises. If the conclusion can be spread, this will be the great self-motivation to the author.