Human Resource Management in the development of pay issues in the enterprise has a role can not be ignored. 1 Pearl River Delta manufacturing enterprises from the early eighties by small private companies, "three to fill a" power savings to the nineties the development of thousands of people into large factories, the development momentum is laudable, but its long-term development path, because the basic work of human resources seriously flawed, pay more and more obvious contradictions, serious delay requirements of modern competition for talent, and now even developed to the point of impeding the further development of enterprises.
Few years, the author of several and the current problems in similar pay a comparative study. Salary is based on the current situation analysis and summary of business, some companies may pay the typical "disease" and its impact, to publicity department for you.
Symptoms of a low market orientation
The company's wage level is reasonable, compared to the overall market conditions and attractive remuneration with the industry, the company's only competitive salaries in order to attract good people. But if the company is significantly lower pay than the market level, on the one hand will cause a serious loss, not conducive to the stability within the company. That higher levels of education, relatively good quality of the staff, if not can expect a higher salary, it is very easy to accumulate a certain amount of experience switched to other companies; the other hand, is not conducive to high-quality people to join. As a result, companies continue to recruit new employees to meet operational needs, while leaving the old employees has been a vicious circle, this human resources are a huge waste.
Disease two internal unfair
Study found that people are concerned about the extent of wage differentials in interest and sometimes even wage levels, but individual ability and job duties will inevitably bring about the distinction between individual differences in pay, how to do that this difference can be advanced to encourage most people to accept what? This requires that compensation must follow the "fair and impartial," the basic principle. In different departments or between different people with a department, individual pay levels must reflect the difference between job responsibilities and the size of individual ability, that is a reasonable wage differential . Comparison of the real internal salaries, often following questions arise:
1, a number of positions within the department adjacent to the pay gap between the too. Higher wages in some sectors it may be more than triple its direct subordinates;
2, with the first case the contrary, sometimes in the same secondary sector, between the upper and lower levels belong to management posts, the lower the wages much higher than at higher levels;
3, the same job the pay gap between different people too. In the same or similar work, take the corresponding responsibility for similar, but there are two pay nearly double the gap;
4, internal pay inequities in the same sector and between different departments between individual rights and responsibility are not, so that some of the staff of the internal merit comparison of psychological imbalance, serious impact on morale, but also a blow to the enthusiasm of individual work.
Illness three revenue to increase wages through overtime
Needless to say, overtime pay on your account for a large proportion of total income. However, by paying overtime wages to resolve the differences in wage income of workers, will make engineering department and supporting departments are more disadvantages. This is because:
1, due to overtime pay in the proportion of the total wage and sometimes even many times larger, and many department heads do not work according to the actual needs of the employees to work overtime to adjust, but will adjust the employee overtime wages for error means.
2, uniform system of regular overtime, not the need for flexibility to work overtime, resulting in egalitarianism, can not reflect the principle of distribution according to work. Great overall overtime expenses, resulting in overall revenue down employees. Show the internal distribution and the market is not fair as well as large income disparities.
3, most employees when comparing income levels will be regular working hours as the main parameter. Regular working hours from the point of view, a longer length of time companies; and implement the responsibility system of the company, usually work 8 hours a day, the task emergency unpaid overtime. Therefore, the implementation of the accountability of the company less time permanent job, but the completion of tasks and a lot. The working hours of employees in non-contributions to the work should be in the form of individual performance in the annual pay adjustment into account.
Four-lag symptoms organizational structure, positions are not clear, leading to scientific promotion and pay rise
Lack of scientific and objective evaluation criteria, no clear job definition, job descriptions become a mere formality. , Promotion and salary increase by the manager basically subjective control, nepotism, and I find her popularity led to the following phenomenon:
1, the same person may Lianshengsanji, but doing the same work;
2, department staff engaged in the same job can have several different levels, pay difference is five times;
3, head of the productive sector can only manage a dozen workers, there is an assistant director in several of its subordinate assistant, responsible for managing hundreds of people;
4, an 200 number people can have more than 40 process management.
Each post is not clear Solve the cause unequal, and hence a serious loss of balance within the salary, so wages intensified conflicts.
Disease five years as a major target pay
Years led to cleaner can take a paid even higher wages than the students, but also formed the same work on different two times the income difference is strange. Years of junior level employees of different income levels and market large, general extremely low, resulting in frequent loss; years of long service employees in the part above the market level, and is a continuous growth, the lack of control; this case the individual salaries and low-exist, resulting in polarization of wage distribution.
1-year long service employees generally and the job requirements compared to the low level of education, but part of the employee experience better and relatively more stable, less wastage.
2, inexperienced employees even though most levels of education meet the job requirements, but the mobility, limited work experience accumulated to form a company with long years but less than employees with higher education levels.
3, experienced long years of inadequate education level of employees, level of education to meet the requirements of employees, lack of experience shallow, causing a serious imbalance in the level of the company the quality of personnel, lack successors, the development of the company's long-term negative impact exists, it is difficult improve the company's overall corporate culture and management.
Thus, a company will pursue efficient staff continue to encourage contributions, but not the length should be about a person's wage level.
Six pay system disease unreasonable
Pay system is the pay structure, pay for work that a person of which a few parts. In general: staff salaries, including the following several main components: basic pay (that is, their pay), bonuses, allowances, benefits, insurance are five.
1, their pay. Within the company, the basic pay differences between employees is obvious, is generally rise not fall, showed strong rigidity. Business problems often include the following two aspects: some of the jobs their pay significantly below market rates, to resolve major differences in personal income by working overtime; some years of their pay is too high for the elderly, people in this part of the remuneration lost elasticity.
2, bonus. Staff salaries to reflect the performance of some of the performance bonuses, and pay part of the company's cost-effectiveness of prize money. Performance bonuses and benefits lead to salary and bonus of the lack of job performance, cost-effective touch.
3, allowances. Allowance set unreasonable, on the lack of compensation for specific jobs, but also to pay lost its flexibility.
4, welfare. Welfare should be the interests of everyone to enjoy, it can give employees with a sense of belonging. Welfare with particular emphasis on its long-term, holistic and planned. Welfare system and the lack of overall planning of the imperfect, often a waste of money Quemei effect.
5, and insurance. Insurance is actually a kind of welfare, it is a guarantee of long-term interests or to prevent an emergency, there is a mandatory social insurance sense. Some companies when social insurance is an additional burden, so that employees feel a lack of a sense of security, long-term benefits are not guaranteed. Meanwhile, employees of emergency there is no prevention.
Compensation system is an important human resource management component. Flexible and effective pay system for motivating employees and maintaining the stability of staff plays an important role.
Seven scientific pay system disease
Usually pay system by the company under the work complexity, accuracy, accountability, heavy degree and working conditions and other factors, will all pay a hierarchy, according to the standard pay grade to determine a salary system. Broad sense, the pay system, including the pay system. Here, the pay system mainly refers to the salary established the basis for the development levels of various types of remuneration methods; and pay system refers to a specific individual pay levels determined, how to determine their composition; Taken together with other elements of remuneration constitute a the pay system of organic.
不同性质的企业，其薪酬制度的具体构成因侧重点不同而有所不同，确定不同侧重点的基础是付酬对象。付酬对象是薪酬最基本的内容也是最重要的内容之一，它指的是最根本的付酬依据，即以什么确定薪酬。通常有年资、岗位和职能三个付酬对象。薪酬制度是根据付酬对象确定的付酬根本准则，即薪酬的方向性问题：公司薪酬的侧重点是什么，鼓励员工何种行为，朝什么方向发展。
薪酬制度是企业薪酬的根本大法，是薪酬系统其他组成部分的基础和根本。薪酬制度制定不科学是薪酬其他“病症"的根源。其表现形式有两种：在一个历史较长的公司中表现为年资成为主要的付酬对象；升职与加薪以个人的服务年资为基础，导致依人定岗而非以岗定人；而在市场竞争的压力之下，加班做为弥补文化教育水平相对较高的新鲜血液之薪酬的主要调剂手段，导致公司的薪酬矛盾加剧，最终使企业陷入对外不具竞争力和对内的体制不公平的境地。
“冰冻三尺，非一日之寒"，薪酬病症是企业日积月累形成的，牵涉到各个方面的利益，知易行难。许多公司，薪酬成为人力资源发展的瓶颈，严重制约了公司的进一步发展。可喜的是，越来越多的企业已经意识到这个问题，并试图改革。笔者在此提出个人对薪酬问题的一点总结，为各位提供参考。