Research On Salary System Optimization Of S Research Institute Of State-owned Enterprises

With the deepening reform of military state-owned enterprises and the gradual formation of the development strategy of "civil-military integration",military state-owned enterprises in China are facing unprecedented opportunities and challenges.The state is slowly pushing industrial state-owned enterprises into market economy and participating in the competition of civil market.The transformation of military state-owned enterprises is forced by the mechanism of the survival of the fittest through market economy.In such an economic environment,competition among enterprises has gradually evolved into competition among talents.Therefore,salary management has become an important part of enterprise human resources development,management and upgrading?The object of this study is S Research Institute of a state-owned enterprise in Guilin,which is a member of the reform army of state-owned enterprises.It also faces the same reform problem as other state-owned enterprises-salary problem.Generally speaking,the salary management of S Research Institute lacks strategic height,can't reflect the strategic significance of salary and its management level is relatively low;the design of salary system can't reflect the value of "post","value of talent" and "value of performance";the salary system is imperfect,the incentive and restraint role of salary is not obvious;the salary lacks external competitiveness,and can't attract and retain people?In order to better help S Institute solve the current salary problem,this study adopts questionnaire survey and external competitive analysis,and further explores the existing problems of S Institute,and analyzes the causes of the problems.Specifically,the salary system of S Institute has the following problems: first,the management lacks the concept of strategic management of human resources,the salary system is not designed with the strategic planning and development goals of enterprises,resulting in the salary system only achieves the most basic functions.Second,the salary system does not evaluate the post value.The salary gap between the first-line posts and the second-and third-line posts can not reflect the value of high-tech and high-quality personnel.Therefore,employees will have unfair mentality and lose the motivation to move forward.Thirdly,there are many defects in the current assessment mechanism of S Research Institute.The assessment method is single and mere in form,which can not highlight the purpose and significance of the assessment.Leading cadres have more power and power in the assessment.As a result,the results of the assessment are greatly influenced by subjective factors,and the assessment results may be impersonal,unfair and opaque.Moreover,performance appraisal is divorced from salary distribution,lacking supervision,and the appraisal and distribution show a "two skin" state.The appraisal results almost do not affect the distribution of bonuses at the end of the year.This unhealthy appraisal mechanism and distribution mechanism can easily encourage the evil spirit of "flattering" and "flattering" within enterprises,thus breeding corruption and causing internal contradictions.Fourth,the lack of long-term incentives,S Institute in recent years,a serious brain drain,the attractiveness and retention of talent is not enough,in the case of low short-term incentive efficiency,the lack of long-term incentives makes the overall competitiveness of S Institute salary system further decline.Therefore,in order to change the current salary situation and get out of the predicament,we must base on the current situation of human resources in S Institute,optimize the existing salary scheme,and break the layout of the original salary system from inside to outside.Therefore,this paper puts forward the concept of "five elements" salary system."Five elements" salary refers to five payment elements,including basic salary,post salary,performance salary,medium and long-term incentives and allowances,insurance and welfare.These five elements reflect the different functions of the salary system.The basic wage(S1)embodies the basic guarantee function for talents.It includes two sub-items: academic degree wage and annual merit wage.Position salary(S2)reflects the attraction of talents.It is a highly flexible salary based on "Heidegger evaluation method".It evaluates the value of the position and the value of the staff through the three elements of hierarchy,salary level and salary grade,and gives different levels of salary.The flexibility of post salary is reflected in the fact that employees can fluctuate from level to level or from sequence.While building a diversified career path for employees,it breaks the pattern of "cadres can't go up or down,wages can go up or down" in the original salary system.Performance pay(S3)reflects the short-term incentive effect on employees.Through the redesign of the original performance appraisal mechanism,department leaders are no longer the absolute dominant role in performance appraisal.The main factors determining the results of performance appraisal are annual responsibility objectives and the completion of key tasks.Using scientific and effective methods such as KPI,MBO and 360 degree appraisal method to assess the performance of departments and individuals,and introducing appraisal elimination mechanism,effectively motivate and urge employees to pay attention to personal performance,more work,less work.Subsidies insurance benefits(S4)reflect the caring role of employees.The categories and amounts of subsidies and benefits have increased,the proportion of insurance has also increased,and employees have further enjoyed the humanistic care of enterprises.Medium and long-term incentive(S5)embodies the role of attracting and retaining talents in the medium and long term.The medium and long-term incentive scheme is centered on the innovators,which are divided into enterprise level,business level and project level.Different dividend schemes are adopted for different innovators to guide talents to key positions that can support innovation-driven development strategy and attract and encourage them to be enterprises and self-employed.Fight for your own interests for a long time?From the perspective of S Institute,the "five elements" salary system effectively improves the salary management to the strategic level.It takes full account of the economic affordability of S Research Institute,determines a set of reasonable compensation optimization program,relieves the salary dilemma,plays the role of incentive,restraint and guidance of salary,stimulates the intrinsic vitality of human resources of enterprises,and lays the foundation for further reform of S Research Institute,and realizes the perfect transformation from military to civilian.From the perspective of employees,the "five-elements" salary system opens up a path for S Institute employees to realize their self-worth.It links performance,position,individual and salary in series,creates a relatively fair working environment,encourages employees to go to the front line of scientific research and production,and writes the future with sweat.The author believes that the optimization model and specific scheme of the salary system based on the "five-elements" structure discussed and analyzed in this paper have certain theoretical significance and practical value for the high-tech state-owned enterprises like S Research Institute,which are relatively backward in salary management and are in the critical period of reform and transformation.