国企薪资改革：回归人员激励.docVIP

国企薪资改革：回归人员激励 Salary reform is not a simple system adjustment. Wage reform, if it really returns to staff incentives, will require sustained and arduous efforts. In recent years, the state-owned enterprises have been speeding up the reform, and the salary reform has been paid more and more attention by the state-owned enterprises as a key breakthrough point of the reform. In the practice of salary reform, we usually think of salary management exists the following problems: the salary level of official standard; salary gap will not open; nominal performance salary; salary management is lack of dynamic adjustment, etc.. This view more from the salary technology point of view, not factual, but ignore the essence of salary management thinking. We believe that the salary reform of state-owned enterprises can not only stay at the technical improvement level, but should be returned to the basic purpose of reform - personnel incentives. Therefore, state-owned enterprises pay reform must first people-oriented, to motivate object as the core, analysis of types and the demand characteristics of the current state-owned enterprises, combined with the current management of state-owned enterprises, so as to guide the operation of salary reform. How can the personnel of state-owned enterprises be classified? Divided into several categories? Compared with those of private and foreign-funded enterprises, what are the outstanding features? What are their main concerns? How to fix and grasp the salary reform of different kinds of personnel? Personnel classification has different dimensions, ways and methods, so the results of personnel classification can be different. The theme of this paper is the salary reform of state-owned enterprises. From the point of view of practical application, we divide roughly three types of personnel: senior management, middle level staff and general staff. On the other hand, it refers to the usual practice of the outside market and, on the other hand, tak