Research On Optimization Management Of Salary Motivation System Of A Port Group

In the past three decades,China’s state-owned enterprises have been continuously reorganizing and integrating,and produced several waves of state-owned enterprise reform.Each wave of state-owned enterprise reform has partially achieved the reform goals,promoted economic development and institutional reforms,thereby increasing the overall value,exceeding the total value without restructuring,and establishing synergy mechanism in business operations,resource allocation and other aspects.However,we must also see that the allocation of resources through reorganization and integration to achieve "Pareto optimality",this theoretical goal is difficult to implement in practice,especially the long-term effects of reorganization and integration of large state-owned enterprises are far less than the short-term effects,most of them fell into the egalitarian fence-the lack of motivation of the employees,the failure of the salary incentive system,and then passive of work,not actively seeking breakthroughs.As far as state-owned enterprises are concerned,they must not only increase the total value at the economic level,but also take into account their social responsibilities and generate certain political benefits at the political level.As a result,in daily operations,"economic roles" and "political roles" often appear difficult to reconcile.Therefore,despite continuous progress,the success of state-owned enterprise reform is always hard to say.By establishing a scientific and feasible salary incentive system,the company can stabilize outstanding employees and recruit talents with outstanding comprehensive capabilities,while effectively responding to internal conflicts and enhancing overall cohesion,thereby creating an efficient management team,improving overall production levels,and establishing matched early-warnings system.In the current background of "mass entrepreneurship and innovation",the traditional compensation system is difficult to meet the development requirements of the new era,and the company should consider the adjustment of compensation mechanism in a timely manner to achieve long-term stable development.In recent years,the port industry has developed rapidly.According to the current government policy,the operating system traditionally adopted by A Port Group has been unable to meet the market demands,and it is difficult to enhance its overall management capabilities.When researching on A Port Group,the author used salary management theory to integrate the theories and results summarized in the research field at a macro level.By face-to-face interviews,questionnaire surveys and using expert scoring methods,the first-hand information was collected,which provided corresponding support for this study.Through in-depth research on the group’s traditional compensation system,this paper raise questions from qualitative and quantitative levels to find deficiencies,analyze and define the goals that the group should achieve with adjusting the compensation incentive system from multiple dimensions,summarize the response policies,and further improve them,thereby constructing a relatively scientific,feasible,and fair compensation incentive system,which plays a positive role.