| State-owned enterprises are important pillars of the national economy and the main force for optimizing industrial structure and leading economic development.The state-owned road and bridge construction enterprises undertake the construction of highways,bridges,tunnels,municipalities and other infrastructure related to people’s basic life and all-round social development.In the process of state-owned enterprises’ gradual transformation to marketization,“Three System Reforms” which focuses on changing human resource management methods have always been a difficult point for state-owned enterprises.Among missions,salary plays an significant role for enterprises to maintain a healthy employment relationship and motivate employees.It is vital for enterprises’ survival and development.However,the current state-owned enterprise salary reform lags behind the optimization and adjustment of its production structure and business model,which has led to multiple problems such as brain drain and decline in market competitiveness.As a typical state-owned enterprise in the construction industry,AM company has many obvious shortcomings in salary management,such as low salary level,imbalance between performance and salary distribution,excessive leveling,neglect of medium and long-term incentives for employees,etc.The declining work enthusiasm and sense of responsibility,which in turn lead to problems such as reduced employee work efficiency and increased turnover rate.This paper is problem-oriented,through the comparison of minimum wage theory,efficiency wage theory,total rewards theory,using a combination of questionnaire survey and interview survey,to systematically elucidate the current status of AM company rewards management,and summarize the existing problems.Then,according to the actual situation,the rewards management of AM company is optimized and designed,in order to remedy the deficiencies of AM company in terms of rewards management under the new development model,and give some enlightenment to similar enterprises. |