Research On The Optimization Of State-owned Property Company's Salary Management System In Xinjiang Production And Construction Crops Thirteenth Division

With the development of market economy,the development of small and medium-sized enterprises is more and more rapid,which has become an important part of China's economy,and plays an important role in promoting China's economic development and solving employment problems.According to the statistics of the competent department,in recent years,the number of small and medium-sized enterprises in China has increased rapidly,which has exceeded 10 million.These small and medium-sized enterprises have promoted China's economic growth and become a new economic growth point.However,due to the lack of management of small and medium-sized enterprises in China,especially the lack of systematicness and foresight in salary management,many small and medium-sized enterprises have been eliminated by the market due to a large number of brain drain and lack of market competitiveness.In modern enterprise management,more and more attention is paid to human management.Excellent human resource management can maximize the initiative of employees and provide more contributions for enterprises.With the continuous development of enterprise management,whether enterprises can make full use of human resources will affect the market core competitiveness of enterprises,so human resources have become the core resources of enterprises.Salary management is an integral part of human resource management.Small and medium-sized enterprises can improve employee satisfaction and subjective initiative by establishing a perfect salary management system,so as to improve the overall performance of enterprises and achieve the strategic objectives of enterprises.The state-owned company of the 13 th division of Xinjiang production and development Corps belongs to small and medium-sized enterprises in terms of scale,but the system is different from private and private enterprises.The authority of salary design is relatively passive affected by the system.Therefore,for many years,the company's salary system management is still relatively traditional,lack of innovation,resulting in insufficient incentive,which has hindered the development of the company to a large extent.Therefore,on the basis of fully studying the literature of compensation management system,this paper deeply studied the relevant theories of compensation management system,combined with the theoretical knowledge learned,carried out a field investigation on the state-owned assets company of the 13 th division of Xinjiang corps,and analyzed the current situation of compensation management of the company from the compensation structure,compensation level,welfare treatment,etc.And in the form of questionnaire survey,from the pay system fairness,pay satisfaction and other dimensions of the 13 th division of Xinjiang production and development corps,the staff of the state-owned assets company were investigated.Through sorting out and summarizing the staff questionnaire,it was found that the staff of the company's pay system fairness,incentive and other aspects of low satisfaction,so as to find the problems in the company's pay management.According to the principle of the fairness of salary distribution and payment,through the work analysis of the existing positions of the company,the post evaluation results are output,and the salary design scheme is completed.The main contents of optimization include: in the aspect of salary structure,the salary structure and the proportion of performance appraisal are adjusted to enhance the rationality and fairness of the structure;in the aspect of performance appraisal,different performance appraisal indexes are set according to different positions,the senior management is more connected with business indexes,the middle and basic level managers are more connected with management indexes,and the basic level staff are more connected with management indexes It is more related to business indicators;in the aspect of welfare system,it is proposed to adopt welfare combination,and employees should select appropriate welfare combination according to their own actual situation;in the aspect of salary promotion mechanism,professional promotion channels should be increased,so that employees can get salary promotion through their own professional skills,and improve their enthusiasm for self-improvement.Finally,in order to ensure the normal operation of the optimized salary management system,the paper puts forward the safeguard measures from three aspects: unified thinking,clear salary management concept,enrich human resource management team strength,strengthen the dynamic management of employee salary level and salary adjustment.At last,the conclusion of this study is that in the salary system management of small and medium-sized enterprises,we should pay attention to position evaluation,strengthen the timeliness of performance evaluation,and provide flexible welfare system for employees,establish dynamic salary evaluation mechanism and establish salary management committee.Hope to improve the salary system management level of the 13 th division of Xinjiang production and development Corps through the implementation of salary optimization design and safeguard measures,and provide reference for similar enterprises to optimize the salary system.