Analysis Of Salary Reform In Anhui Provincial Investment Group Based On Key Indicators Of Performance Appraisal

As a representative of the local state-owned integrated investment company, Anhui Provincial Investment Group has the same characteristics with other state-owned investment companies in terms of assessment and remuneration system. Now the appraisal system of headquarters and sub-branch is landing, and the basic idea is using the key performance indicators as assessment guide for headquarters departments and sub-branches to decompose the annual tasks in the beginning and to evaluate upon completion in the end of a year. With the implementation of evaluation system, although it has been effectively carried out, a lot of problems is exposed. As a result, how to ensure that the evaluation system and salary reform to be implemented will achieve the purpose of resolving problems of the company, it is a topic which is worth researching and discussing.State-owned investment companies have to undertake government strategic tasks and operate their own business professionally, so the inevitable requirement is to seize the talent for business development, and to establish the scientific enterprise performance management remuneration models and supporting mechanisms. In recent years, a new round of state owned enterprise reform was officially launched with the introduction of a series of important documents, in the while provincial government also deployed these policies based on the corresponding reform of provincial enterprises, a basic objectives and requirements of state-owned investment company salary management system reform was clearly. Anhui Provincial Investment Group needs to start a new round of salary management system reform to actively implement the spirit of the central and provincial government and rationalize the relationship between performance and salary for the formation of the joint of assessment and allocation, not only in order to effectively stimulate the vitality of staff and security the reform realization of the goal, but also in order to explore the direction of the path to the compensation management reform for the reform of state-owned investment company.This paper reviews the relevant literature at home and abroad about salary management theory, and describes the basic patterns and factors influencing Remuneration levels. Also, it discusses on the associated logic between salary management and performance evaluation and focuses on the performance appraisal in Compensation Management which it is applied. After introducing the basic situation of the company, this paper analyses the company’s problem of compensation management at headquarters and subsidiary level in a comprehensive overview, based on in-depth analysis of local state-owned investment company’s characteristics and remuneration management status of implementation, combined with external benchmarking business experience, in order to deduce further future about overall goal of reform of salary management and targets.Anhui Provincial Investment Group needs to start a new round of salary management system reform to actively implement the spirit of the central and provincial government and rationalize the relationship between performance and salary for the formation of the joint of assessment and allocation. After introducing the basic situation of the company, this paper analyses the company’s problem of compensation management at headquarters and subsidiary level in a comprehensive overview, based on in-depth analysis of local state-owned investment company’s characteristics and remuneration management status of implementation, combined with external benchmarking business experience. State-owned investment companies have to undertake government strategic tasks and operate their own business professionally, so the inevitable requirement is to seize the talent for business development, and to establish the scientific enterprise performance management remuneration models and supporting mechanisms. Now the appraisal system of headquarters and sub-branch is landing, and the basic idea is using the key performance indicators as assessment guide for headquarters departments and sub-branches to decompose the annual tasks in the beginning and to evaluate upon completion in the end of a year. In recent years, a new round of state owned enterprise reform was officially launched with the introduction of a series of important documents, in the while provincial government also deployed these policies based on the corresponding reform of provincial enterprises, a basic objectives and requirements of state-owned investment company salary management system reform was clearly.With the implementation of evaluation system, although it has been effectively carried out, a lot of problems is exposed. As a result, how to ensure that the evaluation system and salary reform to be implemented will achieve the purpose of resolving problems of the company, it is a topic which is worth researching and discussing, not only in order to effectively stimulate the vitality of staff and security the reform realization of the goal, but also in order to explore the direction of the path to the compensation management reform for the reform of state-owned investment company. After introducing the basic situation of the company, this paper analyses the company’s problem of compensation management at headquarters and subsidiary level in a comprehensive overview, based on in-depth analysis of local state-owned investment company’s characteristics and remuneration management status of implementation, combined with external benchmarking business experience, in order to deduce further future about overall goal of reform of salary management and targets.According to Investment Group’s main problems which exist in the performance appraisal and compensation management, the present study establish "the company’s goals-Sector Performance-post salary" which is an integrated compensation management infrastructure system under the guidance of objectives of the reform in compensation management and from the frame designed to start salary management reform. First, to achieve the "company-department-status",the objective integration, we must clarify organization and job system and decompose the company’s key performance indicators from department to the post, and then build a radar target of decomposition diagram; Secondly, we have to combine these indicators of decomposition conduct job evaluation and achieve different levels of classification design; Finally,we must achieve the level of performance and salary seamless and integrated indicators of decomposition,also job rank Compensation must be set with a scientific assessment methods and evaluation system. We hope that the compensation based on investment group could reform key indicators of performance evaluation study and further enhance the core competitiveness and sustainable development of enterprises, then continue to deepen the strategic transformation of the system to provide a solid foundation and a steady stream of power protection.