Research On The Optimization Of Employee Compensation And Incentive System Of State-Owned Enterprises Under The Background Of Three Institutional Reforms

The 14th meeting of the Central Deep Reform Commission reviewed and approved the relevant plans for the planned reform of state-owned enterprises in the three years from 2020 to 2022,emphasizing that deepening the integration of the reform system and promoting the implementation of the reform should be placed in a more important position.Under such a big environment,in order to realize the accurate,effective and stable advancement of the reform,it is necessary to build a comprehensive,objective and fair compensation incentive mechanism to provide an effective management basis for the implementation of the reform,so that the implementation of the reform can be measured,Decision-making is based on,employees can accept.How to optimize the salary system is an important topic in the current state-owned enterprise reform.Whether a company’s internal performance evaluation and salary management system is scientific is directly related to the company’s long-term development and key competitiveness,and affects the attraction,incentive and retention of talents.In this context,this paper attempts to find the best way for state-owned enterprises to reform in the "three systems" by optimizing the compensation incentive system of A power supply company.This paper applies the theory of salary management to start with state-owned enterprises.First,it analyzes the current situation of the salary incentive system for employees of state-owned enterprises and the problems existing in traditional salary management.Taking A Power Supply Company,a typical state-owned enterprise,as an example,it deeply analyzes the current situation of the salary incentive for employees of A Power Supply Company,including the company profile and operation,the basic situation of human resources,and the current situation of salary incentive management,indicating the necessity of optimizing the salary system of A Power Supply Company,And through the questionnaire to understand the results of salary incentive management of A power supply company;Secondly,according to the statistical analysis of the data from the questionnaire,it is concluded that the salary system does not have market competitiveness,the proportion of floating salary is low,the incentive is poor,and the performance appraisal is unreasonable.The main reasons are that the salary system reform failed to keep up with the company’s development speed,the salary incentive culture has not yet formed,and the lack of supervision and feedback communication of performance appraisal.Thirdly,based on the analysis of the problems,the paper puts forward the optimization scheme design of the salary incentive system,and evaluates the operation effect;Finally,the paper puts forward suggestions on the optimization of the salary incentive system for employees of state-owned enterprises,including the establishment of a standardized incentive system,a positive and effective employee welfare system and a complete training and career development system.This article takes a specific state-owned enterprise as an example,reflecting the outstanding internal contradictions and common concerns of state-owned enterprises in the process of the new round of reform,and tries to find a practical method through the research,and provide certain reference and reference for Chinese state-owned enterprises in improving the reform of staff compensation system.