| State-owned enterprises are the important material and political foundation of socialism with Chinese characteristics,and the important pillar and relying force for our Communist Party of China to govern and rejuvenate the country.In recent years,the country has successively proposed the strategy of Guangdong-Hong Kong-Macao Greater Bay Area and the strategy of strengthening the country in transportation industry.Guangdong Province has successively issued documents to accelerate the construction of world-class ports and Guangzhou International Shipping Center.As a large state-owned port enterprise,AK Group shoulders the historical responsibility of the times.As the backbone of the Group’s reform and development,the heads of the subordinate enterprises need a strong incentive mechanism Through referring to the directions and practices of the Sassenach at all levels on the management performance evaluation and salary distribution management schemes of enterprise leaders,this article sets up a leading,competitive,and motivating scheme for the compensation and managing performance evaluation of the heads of AK Group subordinate enterprises.This article comprehensively uses literature research methods,qualitative and quantitative research methods to analyze the current salary levels,annual salary structure,assessment-linked indicators and assessment rules of the current salary assessment methods for the heads of subordinate enterprises in detail,and find out the characteristics and existing problems of the current salary assessment method;through the analysis of domestic and foreign research theory,we have a dimensional understanding of the sensitivity of corporate leaders’ compensation and managing indicators,the differentiation of executive team compensation,corporate life cycle theory,compensation incentives and performance management theories,Provided a large number of theoretical basis,directions and methods to determine the optimization goal of the salary evaluation plan of "one company,one policy,performance-oriented,concise indicators,targeted evaluation,predictable salary,and controllable level" for this article.After studying Maslow’s hierarchy of needs theory,expectancy theory,equity theory and other compensation incentive theories,management of target methods,the target and key achievements methods,balanced scorecards and other performance management tools,Framework’s annual salary system including the basic annual salary,performance annual salary,reward annual salary are established,mid to long term incentive assessment system with three-year tenure incentives as the core;Balance goals,key results method(BOKR)and other performance management tools are comprehensive used to sort out and screen the AK Group’s assessment indicators.According to the "one "Enterprise One Policy" principle,we establish targeted and visual evaluation rules,and eventually condensed the salary structure and index evaluation rules in the"Annual Salary Evaluation Target Responsibility Letter".This article also explores and establishes the calculation relationship between the salaries of the enterprise’s deputy positions and the salaries of the heads of the enterprise under different job situations and different individual performance appraisal results..The "one company,one policy" salary evaluation system explored in this article solves the problem of different types of companies and different stages of development under the background of the group’s diversified development.The company realizes that the short-term and long-term benefits of the company are equally important,and the short-term and long-term employee incentives are parallel.This article describes in detail the whole process of the optimization design of the salary appraisal plan for the heads of subordinate enterprises.The optimized salary appraisal system runs smoothly and its effectiveness has been demonstrated,which is of reference significance for the salary appraisal of the heads of other enterprises. |
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