What Kind Of Salary System Is Good For Business?

This passage is very sensational. Thousands of thousands of dry cock fans are excited: no wonder they are very upset. If you go on like this, you'll have to get a raise from the leader. Leaders must reflect again and again. If they do not, I will be disappointed. When you are disappointed, there will be irrational impulsive behavior. I hope your leaders will know.

Around the old, many of the problems of enterprises will eventually come around to pay. The salary system is a problem that every enterprise can not escape.

The salary system can be very cumbersome. There are many aspects to be considered in establishing the salary system, such as fairness, competitiveness, compliance with the law, efficiency priority, incentive limits, and adaptation. A common practice is to start with the job description and define the scope of responsibilities for each job. Then, we should formulate specific staff work objectives, and have a clear and reasonable goal, so that there will be quantitative performance appraisal. The post corresponds to a distinct salary level. Performance corresponds to fully quantified rewards or punishments.

The cumbersome salary system is rigorous and meticulous and highly operational. The government, army, large enterprises or organizations will gradually explore, formulate and revise a unique and complete salary system. The system is not only principled but also related to the implementation details. In a jest, it is a sow with a bra and a set of *.

For most enterprises, the tedious salary system is not suitable. Not just to set up this system. cost Extremely high, even if established, it is difficult to carry out in practical work. Drucker is more extreme and asserts directly that any compensation system will be misleading. Because we can not work out a completely reasonable and scientific salary system.

Why did Drucker give a concise explanation? Money can be quantified, but salary is not equal to money. Salary is a symbol of employee's professional status and social status. It is an emotional expression of fairness and justice and a concentrated expression of the most sensitive value and quality inside the enterprise. Tangible material interests and intangible spiritual appeals constitute a complete salary, which means that the salary system can only be a compromise and compromise. Drucker's proposal is simplification. Salary system In general, there is no need for a general enterprise to design a complicated model and impose it on every employee. A good salary system has two characteristics.

The first characteristic of a good pay system is fair and reasonable. Personal income is consistent with the position. The ability and income must not be hung upside down. The basic fairness must be guaranteed. Surprisingly, the simpler the pay system, the easier it is to achieve relative fairness. Once too many factors are considered, the various indicators and weights can be mixed together, which may result in the irrelevant results of the incomplete calculation model.

I once saw an enterprise pushing the "meticulous management". For each employee, there are eight items of assessment index of sixty-four small items in each quarter. Each index has different weights and three levels of choice. The original idea is to automatically calculate the performance of employees based on the scores of each item. In fact, most managers are using counter measures. Make sure of each employee in advance. Achievements Score, and then adjust the score of each minor item backwards. When asked why this is done, the answer of the manager is very interesting: if it is not adjusted, the result will be a joke. In other words, complex and elaborate models do not necessarily lead to more reasonable results. In that case, why not simplify it?

The second characteristics of a good salary system are to promote righteousness. Through the salary system, it is very clear what the company encourages and prohibits. Most managers can clearly and clearly list that they want employees to do so and do not want employees to do that. There are few managers who can combine these hopes and pay systems closely. As Drucker said, sticking to the three point is enough: do not encourage erroneous behavior, do not pursue erroneous results, and do not let employees' performance deviate from the common goal. The salary system accords with these three points, that is, to promote healthy atmosphere; the salary system is more or less against these three points, which is to encourage unhealthy trends and to correct them.

No one can afford to pay. Simplify the salary system, grasp two characteristics dynamically, and then the employees of cock wire will be satisfied.