| With the rapid development of social economy,the competition of enterprises is becoming more and more internal,and today’s society attaches more and more importance to knowledge economy.Under the development of knowledge economy,human resources have increasingly become an important resource,which greatly affects the development of enterprises.If a company wants to survive in the fierce competition and achieve significant economic growth,it is urgent to implement a series of measures of human resource management.In the implementation stage,to create a rigorous,reasonable and effective salary system is not only conducive to the company’s active participation in the competition,but also conducive to the progress and development of the enterprise.The middle management in the company often plays an intermediate role in the link between the preceding and the following,and plays a crucial role in the membership structure of the company.If this kind of personnel has a high level of comprehensive quality and management ability,they are extremely important human resources of the enterprise.At present,the market competition environment is increasingly intense,the company’s talent reserve is particularly important,in order to ensure the basic competitiveness of the enterprise competition,we must establish a reasonable and effective salary system,to attract more excellent talents for the enterprise and establish a high-quality talent team.This study explores the compensation system of middle management personnel of Binhe Group,based on the theoretical foundation of comprehensive compensation theory,pay equity theory and expectation theory,and researches the status quo of the compensation system of middle management personnel of Binhe Group through the use of literature,questionnaire survey and case analysis method,and investigates and analyzes the satisfaction of middle management personnel of the group with the compensation system,and finds that there are problems such as unreasonable design of compensation structure,small incentive of nonmaterial compensation,and the compensation level cannot reflect the value of the position in the middle management personnel compensation system of Binhe Group.It is found that the remuneration system of middle management personnel of Binhe Group has the problems of unreasonable design of remuneration structure,small incentive of non-material remuneration,and the remuneration level can not reflect the value of the post,and so on.The reasons for these problems are the mismatch between the salary structure and the company’s long-term development strategy,the single means of salary incentives,and the lack of scientific and reasonable performance appraisal indexes to support the salary implementation process.Aiming at the problems existing in the remuneration system of middle management personnel of Binhe Group,this thesis firstly determines the idea of remuneration system optimization,under this idea,this research mainly starts from optimizing the design of remuneration structure,enriching the means of remuneration incentives as well as improving the reasonableness of remuneration distribution to improve the remuneration system of middle management personnel of Binhe Group,and safeguard the implementation of the remuneration system optimization plan of middle management personnel of Binhe Group from the perspectives of organization,system and culture.This study mainly focuses on improving the middle management pay system of Binhe Group from the three aspects of optimizing the design of pay structure,enriching pay incentive means and improving the rationality of pay distribution.It is hoped that the above design can enhance the satisfaction of middle management personnel’s salary of Binhe Group,solve the problem of insufficient salary incentives,strengthen the enthusiasm of middle management employees of Binhe Group in an all-round way,and then provide support for the enhancement of the competition of Binhe Group,as well as provide references for the middle management personnel’s salary system of other similar enterprises. |
