Why Companies Pay High Salary Costs Can Not Satisfy Employees?

< p > > the world's < a target= "_blank" href= "http://www.91se91.com/" > dress < /a > a target= "_blank" href= "_blank".

< p > recently encountered such a case. The production base of a pharmaceutical enterprise is set up in a county-level city. The main functions of the production base include three core functions, namely, procurement supply, production system, and quality inspection management system.

About 300 employees, composed of front-line workers, functional personnel and management personnel.

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< p > at present, a prominent problem for enterprises is that most employees are not satisfied with the remuneration given by the current enterprises.

From a questionnaire survey, from the perspective of internal equity, 84% of respondents are not satisfied with their current income compared with the rest of the factory. The core is reflected in the contradiction between the first line departments and functional departments and the contradiction between different production workshops. From an external equity perspective, 90% of the respondents are not satisfied with their current income compared with their classmates and friends from outside units; from the perspective of self equity, 88% of the respondents are not satisfied with their current income compared with their work expenses.

This shows that salary dissatisfaction is very high.

But compared with the average wage of the pharmaceutical enterprises in developed provinces in recent three years, the wages of the workers in the factories are in the upper middle level. For example, the wages of the factory directors are 5000-8000, and a workshop director can even get ten thousand yuan in some months.

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< p > Why do a href= "http://www.91se91.com" > Enterprise < /a > pay high wages, and employees are generally not satisfied with salary from top to bottom? < /p >

< p > from the analysis of the specific situation of the factory, the core reason for the employee's dissatisfaction is that the current salary level is not linked to the overall benefit of the enterprise. With the development and growth of the enterprise, the growth of the factory staff's salary is not as fast as that of the enterprise's benefit, and the salary has no regular adjustment rules.

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< p > secondly, when employees compare salary benchmarks of external enterprises, they only compare wage levels with those with good local benefits. By referring to the misplacement of standards, factory workers are still dissatisfied with their existing wages even though they receive higher wages than the average wages of industries and regions.

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< p > in addition, the internal salary is not satisfied with the employees, the core reason is the two sets of wage systems in the factory, the post wage system and output are not directly linked, the quota work system is linked to output, and the wages of the production department increase correspondingly with the increase of output, while the wages of the administrative departments have not changed correspondingly. This is one of the reasons for the mutual dissatisfaction among employees. For example, the pay differences between the quality management personnel and the workshop technicians who are close to the job nature and quality and quality requirements are quite different; and the contradiction between different workshops is caused by the rationality of the quota determination; the contradiction between the different processes is the post with different post value and the salary is not different.

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From P's point of view, the essence of employee's dissatisfaction is that the difference between the salary and expectation of employees is not the high cost of remuneration, but the high level of employee satisfaction. As long as there is a gap between the remuneration of employees and the salary expectation, it will lead to dissatisfaction of salary. Therefore, how to manage the salary expectation of employees is one of the core issues of the salary management system.

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< p > first, based on the positioning of the development strategy in recent years, we evaluate the existing posts in a fair and pparent way, and use an evaluation team to measure the relative value of all jobs and reflect the internal equity, which is an important manifestation of enterprise value orientation.

This is the basis for the design and implementation of the salary system and the core of internal equity.

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< p > secondly, enterprises must design scientific and reasonable performance management system, establish the rewards and punishment rules of enterprises, and assess indicators can embody the core work standards of posts, so that employees can measure their own pay according to their own work standards. This is an important manifestation of enterprise performance orientation; and the remuneration must be combined with performance appraisal. The proportion of performance pay must be designed reasonably, if the proportion is too small, it will not play the role of incentive.

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< p > at the same time, enterprises must design the rules of salary promotion through combining with the results of performance and ability assessment. From the dynamic management of Posts and the dynamic management of salary, employees naturally find their positions and efforts in the framework management of the company, and establish and balance the comparison and pursuit of employees' simple salary figures through standard establishment and measurement.

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< p > the final salary system, the framework of performance management system and the principles behind the design should be compared with < a href= "http://www.91se91.com/news/index_c.asp" > employee < /a >, so that employees can evaluate the meaning and role of job evaluation, performance appraisal and salary design, clarify the value orientation of the company, guide employees' behavior through the value orientation of the company, and effectively regulate the expectations of employees' salaries.

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