Research On The Strategy Of Improving The Salary Satisfaction Of Sales Staff In W Company

W company is a large shipping logistics enterprise mainly engaged in shipping and logistics.On the basis of long-term business experience accumulation and development,W company has been expanding its scale and gradually enriched its industrial chain,and has made great achievements in business development.However,with the changes of the times,W company is facing new challenges in the management process,and its traditional management system,especially the problem of human resources,is increasingly exposed,including the unscientific position system,the lack of modern talents,and the poor efficiency of salary management,ect.Based on these questions,this study combined literature and investigation practice to investigate the compensation of sales personnel in the organizational system of W company.Among them,focusing on the salary satisfaction of the front-line sales staff,this paper summarizes the current salary management problems of W company from three aspects of direct economic compensation,indirect economic compensation and non-economic compensation through questionnaire survey,including the compensation mechanism which does not meet the development needs of employees,the compensation structure is not reasonable,the welfare type compensation is unitary,and the non-economic compensation is missing.On the basis of the problem summary,this paper proposes a series of strategies to improve the salary satisfaction through the use of salary theory,incentive theory,salary satisfaction theory and sales staff compensation model theory:in terms of basic compensation,dynamic compensation management measures were introduced,the working-age wage was abolished,and the sales position was re-specified and the post salary was adjusted;in terms of performance compensation,break the fixed pattern of personal commission coefficient,re-check the commission profit amount according to the client category,and formulate the plan respectively according to different profit amount;in terms of welfare and salary,tailored personalized,diversified welfare system for employees,and implemented the policy of "six insurance and two fund" to enhance employee loyalty;in terms of non-economic compensation,strategies such as optimizing the corporate cultural environment to build an encouraging working atmosphere and establishing a communication channel for sales staff remuneration,etc.In this way,the effect of attracting and retaining excellent sales staff can be achieved,and the problems of enterprise compensation management and long-term development can be cleared to promote the sustainable development of enterprise modernization.At the same time,it provides reference for the reform and optimization of salary management in the same industry.