Characteristics of small and medium sized enterprise salary management, small and medium sized enter

Detailed description: 1. See whether the company has labor transportation qualifications. If the labor service company must have an independent legal personality, the labor dispatch company must check the business license, tax registration certificate and organization certificate, and must be clear whether the company has the qualification to dispatch labor services.

2. Look at the company's service time. Generally speaking, it takes a period of time for a labor dispatch company to develop from its establishment to its development, and for a labor dispatch company, the longer it exists, the higher the degree of recognition it receives, and the more practical experience these companies have.

3. Look at the company's reputation in the industry. To understand the company's reputation in the entire industry, of course, companies can learn more about several companies to compare.

This should be determined according to the overall strategic development direction of your company and the local salary situation, and it should also be based on the different levels and standards of each position, which is easier to do.

1. Competitiveness: competitiveness is not the highest, because the labor cost of an enterprise cannot be blindly increased, and too high salary will have an impact on the core competitiveness of the enterprise and the enterprise. Excessively high salary costs will even make enterprises lose competitiveness, if it is too low, enterprises will not be able to find the people they need, so the development of salary system must learn to look at the market.

2. Formulate the company's salary ratio according to the situation: under normal circumstances, the fixed proportion of personnel in logistics and management departments is large, and the proportion of changes in production and sales personnel is large.

3. Whether the salary is guided by performance: for modern enterprises, this does not need to be considered, and everyone is equal in front of performance.

4. Whether the salary structure is reasonable: now the enterprise mostly uses the continuous curve structure, in the relatively low level area, the salary of the post home is a flat and straight line, after entering the management post area, it shows an acceleration curve, and the adjacent post gap is large, indicating that the enterprise human resources to the senior technical personnel and management personnel of the contribution of the affirmation and employee incentives.

5. Salary description: In the enterprise, whether the salary is open and transparent, let your employees understand how the salary of their position is done and why they can get such treatment.

6. Differences in wages for the same position: for the same position, it is necessary to consider the aspects of education, ability, experience, etc., and set appropriate wages for personal circumstances, and different pay for the same job is the fairest performance for the same position.

In an enterprise, the remuneration of any employee is composed of three parts: fixed salary, bonuses, and benefits. Good salary management can play a role in motivating employees, and at the same time, it can reasonably control labor costs.

Good payroll management has six characteristics:

1. The salary level is competitive.

Being competitive doesn't mean being the highest. Because the labor cost of an enterprise cannot be blindly increased, it is too high, which will affect the core competitiveness of the enterprise and the enterprise. If the cost is too high, the company may lose its competitiveness, and if it is too low, the company will not be able to recruit the people it needs.

Therefore, the setting of remuneration must look at the market. The first thing to look at is the labor market. Second, look at the competitors.

Again, it depends on the company's efficiency level.

2. Determine the proportion relationship between fixed and variable wages according to the situation of your own enterprise.

In general enterprises, the logistics support and management departments must have a large fixed proportion of the remuneration of personnel in the human resources, finance and administrative departments. The proportion of changes in production and sales personnel is large.

3. Whether the salary is performance-oriented.

In the face of performance, everyone is equal, and whoever is capable will earn more.

4. Whether the salary structure is reasonable.

In the past, enterprises used more equal-format structures, and the gap was the same at each level. Now enterprises mostly use a continuous curve structure, that is, in a relatively low level area, the salary between posts is a flat straight line, after entering the management position area, there is an acceleration curve, and the adjacent positions have a large gap, indicating that the enterprise affirms and incentives the contribution of senior technical personnel and management personnel.

5. Salary communication.

That is, whether the company can be open and transparent about the salary. Let employees understand how their position is paid and why they are paid.

6. The salary of the same position varies from person to person.

For example, in the cashier position, a secondary school graduate, a college student and a college graduate with rich experience, if the salary is the same, it is equivalent to the departure of the graduate. The micro manifestation of equal pay for equal work here should be unequal pay for equal work, so that it is fair.

Remuneration is the remuneration paid by the enterprise to the employees for providing labor and services to the enterprise, and the remuneration includes various forms of returns such as wages, bonuses, benefits and subsidies. From the perspective of the enterprise, salary is not only a kind of enterprise cost, but also an investment in human resources, salary is directly related to whether the enterprise can attract talents to the enterprise, whether it can retain talents, but also related to the organic combination of employees' personal interests and the long-term interests of the enterprise, salary can affect the behavior and attitude of employees and promote the realization of business objectives, salary ultimately affects the long-term development of the enterprise.

The so-called small enterprises often refer to small numbers and small enterprises, but this does not mean that small enterprises do not have the qualifications to use the salary management system, as long as the enterprise has a higher pursuit of work efficiency, as long as the economic conditions of the enterprise allow, any small enterprise with ambitious development goals should use the salary management system.

In principle, there is no difference between the salary management of state-owned enterprises and private enterprises, and the purpose of salary management is to scientifically mobilize the enthusiasm of personnel at all levels. State-owned enterprises can adopt it, private enterprises can also adopt it, and if private enterprises can adopt it, there is no reason why state-owned enterprises cannot adopt it.

There are a thousand words upstairs, but there are actually many fallacies.

1. The monopoly field exists at any time, either the monopoly of state-owned enterprises or the monopoly of private enterprises. It is necessary for state-owned enterprises to be in a monopoly position, and the areas that play a decisive role in China's national economy must not fall into the hands of private capitalists, otherwise there will be no justice in China.

2. Monopoly industries also obtain economic benefits in market competition, and are not only on the cusp of economic competition, but even bear the responsibility of social and economic balance. There is no reason to say that monopolies do not need competition.

3. Generally speaking, the selection and assessment of senior executives of state-owned enterprises have their internal management regulations, state-owned enterprises are relatively stable, and it is normal for senior executives to be selected from within them, which is at least much more scientific than the three aunts and six mothers-in-law of private enterprises. Of course, the practice of selecting and employing people through the market of some private enterprises is also scientific, but this cannot negate the whole selection and employment of state-owned enterprises.

4. The high salaries of state-owned enterprise executives are questioned because the assets of state-owned enterprises are owned by the state, and the people of the whole country should be the bosses of state-owned enterprises, so people think that they have the right to question and even curse. Moreover, some of the outrageously high salaries should also be scolded.

5. The reason why the high salaries of private executives are not noticed is not because they have made any special contributions, but because they are "contributing" because they are exploiting ordinary workers more for the capitalists. This is the reason why the number of ordinary employees in state-owned enterprises is much higher than that of private enterprises. And his high salary is the money of the capitalist, and he is willing to give you.

People can't scold if they want to.

6. When it comes to some executives of state-owned enterprises and **** corruption, the question is who corrupts them? All of them are private enterprise bosses, and those corrupt state-owned enterprise executives should still be killed, but if the source of corruption is not restricted, it will never be killed.

Salary is the most motivating module in the enterprise and the most concerned by employees. It also plays a very important role in improving the enthusiasm of employees and promoting the rapid development of enterprises. However, there will be various problems in the implementation of payroll management in the process of enterprise implementation.

Next, let's summarize the characteristics of payroll management in enterprises:

1. Play an incentive role to promote the development of enterprises.

Whether salary management can play its due role in the enterprise has a lot to do with the design of salary performance incentives, employee demand, enterprise acceptance, and timing.

2. Salary management is not standardized and arbitrary.

The design of the compensation system of many enterprises is not sound or even not. It's all about the boss's words to make a decision. In this way, there is no rule to follow, and what can be said that the company's system is just a virtual and unrealistic system.