Analysis Of The Salary Status Faced By Knowledge Workers In China

< p > in China, most enterprises still use the traditional salary structure for knowledge workers, which has existed or derived various problems and drawbacks.

It is reflected in: < /p >

< p > (1) too many pay levels can not correctly guide knowledge workers to attach importance to the growth of personal knowledge, skills and abilities.

Most of the traditional salary structure is based on the traditional post structure design, which is a vertical salary structure with a large number of levels. Each level, each level of post corresponds to a certain amount of remuneration. Although some enterprises pay attention to the staff's technical ability and performance, the post salary is the absolute proportion in the whole salary share.

Traditionally, there are more than ten or even dozens of pay scales.

Frequent pay adjustment results in a lot of administrative work. In order to achieve the purpose of salary increase, employees too much pursue the promotion of job rank, which leads employees to focus on adjusting the level salary instead of focusing on their own skills and performance improvement.

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< p > (two) the level of post pay level is not conducive to motivate knowledge workers' work < a href= "http://www.91se91.com/news/index_c.asp" > enthusiasm < /a >, initiative and creativity.

Level refers to the salary range of each post level.

In the traditional salary system, there is usually only one salary level for each post level, no interval, that is, "one post and one salary".

In this way, among the different employees in the same position, those who are inferior can share the same level of remuneration with those who are good, but no matter how outstanding the outstanding person is, they can only share the same rewards as those who are inferior.

That is to say, employees who are in the same position have huge differences in performance but take almost the same remuneration.

It can be seen that the implementation of this grade wage system only focuses on the requirements of the job, but does not give full consideration to factors such as knowledge and skills. It severely dampens the enthusiasm of knowledge workers.

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< p > (three) post < a href= "http://www.91se91.com/news/index_c.asp" > salary level < /a > low gradation. The change of pay level can not play the incentive role of rewarding, punishing, punishing, laziness, laziness, laziness and laziness.

The difference between the two grades is very small.

The remuneration of senior executives can not be separated from the salary of grassroots employees.

What happens frequently is that the same post level salary is only two hundred or three hundred yuan, and half of the bonus is awarded as a performance award by the Department two times. The fluctuation range is only a few dozen yuan.

Such egalitarianism on income has seriously dampened the enthusiasm of employees and has increasingly become a bottleneck for the development of enterprises.

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< p > (four) strict grade and adjacent level pay do not overlap leads to narrow promotion channels, and lack of salary incentive in the same post.

Because the hierarchy of the organization is heavy, the salary increase must be based on the promotion of post level or job position, and the increase of salary depends on promotion.

The most direct result of this phenomenon is bloated, unclear responsibilities and inefficiency.

From the general staff to the top managers, there are dozens of files and hundreds of files. From one post to another, it will take more than ten years or even decades.

For most employees, it is only through promotion that income can be improved. But the reality is that many contributing employees are often unable to get promotion opportunities because of the limited number of promotions. That is, limited promotions are far from meeting the needs of employees.

In addition, there is no overlap in the traditional salary structure.

This means that no matter how many years they work, their performance is excellent. If they fail to get a promotion at the rank level, their wages are invariable. Therefore, there is a serious lack of incentive in the same position (or position or work type).

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< p > (five) enterprise < a href= "http://www.91se91.com/news/index_c.asp" > salary system < /a > heavy "qualification", light "ability", has a great negative impact on new employees.

Data show that, under the influence of traditional career management system, a large number of enterprises, especially state-owned high-tech enterprises, have a serious hierarchy system. The phenomenon of seniority is particularly prominent in enterprises. Whether employees can get promoted and whether the remuneration level can be improved largely depends on their qualifications.

As long as employees stay in the enterprise for a long time and have enough seniority, even if their performance is mediocre, they can get a raise or a promotion.

This system will have a great negative impact on new employees.

For most of the new employees, learning more knowledge and skills is useless, because their qualifications are not enough, their suggestions and ideas are not valued, and they can not be promoted in the short term, which leads to the inevitable result of the staff losing their ability to learn and innovate.

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< p > (six) salary structure is single, salary satisfaction is not high, and overall lack of flexibility, it is difficult to form effective incentives for knowledge workers.

Data show that Beijing Taihe Business Consulting Co., Ltd. has investigated 43 industries, such as hi tech, consumer goods, etc., and published the 2003 annual remuneration report, revealing that the salary structure of knowledge workers in China is as simple as that of other employees.

Sharp career consultants conducted a salary satisfaction survey on the three industries in Beijing, Shanghai and Guangzhou. The data showed that the IT staff in Beijing had the highest salary satisfaction rate of 56%, followed by Shanghai 41%, and Guangzhou third, which led to the dissatisfaction of 35%. for 35%., including the lack of market competitiveness, lack of unexpected income and imbalance of salary distribution.

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