The Design Of Salary System For Management Personnel Of ZR Company

ZR company is a state-owned printing enterprise,which is affiliated with the industry of printing banknotes and making COINS.It is mainly engaged in the printing of various anti-counterfeiting products and belongs to the manufacturing industry.With the influence of national policy guidance,in recent years,traditional printing enterprises have seen a gradual decline in printing volume and added value of products.Carrier printing and scale printing are no longer the mainstream of the industry,and the profit space of enterprises is gradually reduced and the benefits are declining year by year.In this dramatic market environment,ZR company still implements the salary system that has remained unchanged for many years according to the salary model and standard of the superior enterprise,and the salary distribution system is relatively rigid,which is difficult to match the business status and development requirements of the enterprise.In original company management personnel salary distribution system,and not build system of post evaluation,performance appraisal system has become a mere formality,management personnel working value hard to measure,job skills,not quantitative,salary distribution mostly according to their post grades,the proportion of variable pay thirty percent and not to issue without the basis,to guarantee the internal fairness caused unfair,between the new and old management between core and non-core job unfair situation,restrain managers work enthusiasm,resulting in a decline in group cohesion and serious equalitarianism phenomena.The operating benefit of an enterprise is disconnected from the income of its managers,and the salary cannot play an incentive role.Most of them just finish the work step by step without any sense of optimization and improvement,and the enterprise’s human resource investment is out of balance with its performance output.Therefore,ZR company needs to improve management compensation mode,do a better job of management personnel salary design,so as to support enterprise organizational change,break original thinking formulary of the patterns of distribution of compensation mode,introducing the multidimensional pay factors,build flexible salary structure,in order to meet the different positions,different positions of the actual needs,make compensation work,motivate managers performance,promoting the development of enterprise transformation.3 p broadband pay model combines post,ability,performance pay elements of three kinds of compensation mode,relative to the original only according to the rank of plan hair method of compensation,allow employees to work focus shift from the pursuit of administrative level to its working efficiency and the enterprise contribution,break the average tendency,based on the objective of post analysis,post evaluation system,employee personal ability value,give attention to two or morethings the ability be competent degree evaluation on a regular basis,and to work performance appraisal,individuals and organizations for core post and core people adopt salary incentive means of integrating with market,adjust the management personnel salary,Narrow the income gap at all levels,so that the enterprise’s salary curve gradually become smooth,let employees feel fair.Set different salary growth sequences according to job classification,plan career development paths of different positions,and make the development of enterprise talent team more distant and balanced.When ZR company constructs the salary system of management personnel based on 3P model,it firstly sorts out,analyzes and writes job description of all management positions of the company through establishing the post value evaluation system,and then organizes the post value evaluation accordingly.Determine the value coefficient of each position and consolidate the foundation of 3P salary system.Company-wide on all jobs open competition,make all employees have the opportunity of personal ability,according to compete for the performance of the selected complement of each position according to the personal ability,ability evaluation,comprehensive value and ability value,broadband pay sets of gears are accounted,determine the functionaries each post salary level and floating compensation.Establish the company’s performance appraisal system,improve the method and form of variable salary,and link employees’ salary with work performance,department performance and organizational performance.In this process,the company will take four measures,including training,communication,system standardization and total amount control,to guarantee the smooth implementation of the new salary system.