Research On Salary Distribution System Reform Of Basic Quality Supervision Organization

Since,domestic institutions have adopted salary distribution system formulated in the planned economy period,the salary management mode has lagged behind the development of the market economy,reform institutions facing the pressure is also growing.With the continuous reform of the institutional reform,the salary system will be affected first,and the traditional salary should be adjusted appropriately.Guangzhou WF Quality Supervision Institute as a business unit,which is of profound significance to implement the reform of the salary system,through the establishment of a competitive salary system,not only can improve the enthusiasm of the staff,strengthen the internal vitality of institutions,to build a high-quality talent.This paper uses literature review,case analysis and questionnaire survey,selection of Guangzhou WF Quality Supervision Institute as the research object,to meet the salary system and the practical problems in the process of analysis,the representative research results.Based on the full investigation of the WF Quality Supervision Institute,the paper puts forward some countermeasures and suggestions for the reform.At present,WF Quality Supervision Institute to carry out the reform of salary system should adhere to the premise of post setting,post salary,constantly improve and perfect the performance evaluation mechanism of employees,improve the science of performance assessment,performance pay increase the proportion of full exercise motivation methods,build a diversified salary system,effectively meet the different needs of employees,open and transparent the content of the salary system,correctly handle the relationship between stability and reform and development,and the goal of deepening reform is highly consistent,forming a healthy and positive atmosphere of incentive compensation within the unit,and create a harmonious,fair,to work on the situation,continue to inspire the staff work enthusiasm and initiative.