改善薪酬,提高绩效【外文翻译】.doc

1、外文文献翻译译文一、外文原文原文TOIMPROVEPERFORMANCE,REVISEYOURPAYCLOUTIER，GEORGECOMPENSATIONISTHATTHESTAFFTURNTOWARDSTHEORGANIZATIONSTOPROVIDELABORORSERVICESANDACCESSTOVARIOUSFORMSOFREWARDORRETURN,ISORGANIZATIONPAIDTOTHEIREMPLOYEESOFALLLABORREMUNERATIONCOMPENSATIONMANAGEMENTISTHEPROCESSOFENTERPRISEMANAGERSREFERSTO

2、THEREMUNERATIONPAIDSTANDARDSOFSTAFF,THELEVELOFTHEELEMENTSTODETERMINETHESTRUCTURE,DISTRIBUTIONANDADJUSTMENTTHERESPECTOFTRADITIONALCOMPENSATIONMANAGEMENTISMATERIALREWARD,WITHLITTLECONSIDERATIONONTHEBEHAVIORALCHARACTERISTICSOFMANAGERMOREOVERMODERNCOMPENSATIONMANAGEMENTSHIFTEDTHEFOCUSTOTHEDEVELOPMENTOFH

3、UMANRESOURCESANDUSE,ITTAKESTHEPROCESSOFMATERIALREWARDOFMANAGEMENTANDENCOURAGINGSTAFFCLOSELYFALLTOGETHER,TURNINTOAUNIFIEDORGANICWHOLEMODERNCOMPENSATIONMANAGEMENTRESEARCHERSFOUNDTHATTHEIMPACTOFTHECOMPENSATIONMANAGEMENTHAVEALOTOFFACTORS,WHICHCANBEPRIMARILYSUMMEDUPINTHEFOURFOLLOWINGFACTORS1EXTERNALENVIR

4、ONMENTFACTORSIMPACTINGCOMPENSATIONMANAGEMENTTOTHEEXTERNALENVIRONMENTFACTORSINCLUDINGECONOMICENVIRONMENTMACROECONOMICSITUATIONANDDEVELOPMENTTRENDWILLAFFECTTHEHUMANRESOURCESPOLICYFORMULATIONANDADJUSTMENTSOCIALENVIRONMENTTHECHANGEOFSOCIALVALUESWILLLEADTOTHEORGANIZATIONSSTAFFMENTALITYCHANGEDWITHTHESTAFF

5、SLEVELOFEDUCATIONANDSKILLSENHANCEMENT,THECOMPENSATIONSYSTEMOFENTERPRISESMUSTMAKEOUTTHEAPPROPRIATEADJUSTMENTSFOREMPLOYEESOFTHESESOCIALCHANGESPOLITICALENVIRONMENTHUMANRESOURCESMANAGEMENTISALWAYSACERTAINSOCIALANDPOLITICALCONDITIONSFORTHEENVIRONMENT,MUSTREFLECTTHESPIRITOFCOUNTRYENTERPRISESACCORDINGTOLAW

6、TECHNOLOGICALENVIRONMENTTECHNOLOGYENVIRONMENTINCLUDINGTHEWHOLEPROCESSFROMRAWMATERIALSANDPRODUCTSTOTHEMARKETINTHEPROCESSFROMRAWMATERIALSTOTHEPRODUCTS,ANYTECHNOLOGICALBREAKTHROUGHSANDIMPROVEMENTS,ANDTHESTAFFOFENTERPRISESWILLALLHAVEATREMENDOUSIMPACT,THEREFORE,ENTERPRISESMUSTCONTINUOUSLYREFORMTHECOMPENS

7、ATIONSYSTEM,TOMOBILIZETHEENTHUSIASMOFKEYPERSONNEL,THEINTRODUCTIONOFTECHNOLOGYANDRETAINTHEKEYPERSONNEL,ENCOURAGETECHNOLOGICALINNOVATION,INORDERTOGAINTHECOMPETITIVEADVANTAGESOFTECHNOLOGY,TALENTANDINNOVATIONFORENTERPRISES2ORGANIZATIONINTERNALFACTORSINFLUENCETHEORGANIZATIONSOFCOMPENSATIONMANAGEMENTSPECI

8、FICINTERNALFACTORSINCLUDETHECOMPENSATIONMANAGEMENTOFFINANCIALCAPABILITY,HUMANRESOURCESANDREMUNERATIONPOLICIES,THESCALEOFENTERPRISES,THECULTUREOFENTERPRISES,THESTRUCTUREOFENTERPRISESORFLATLEVELTYPE,ANDFACEDLIFECYCLEOFTHESPECIFICSTAGES3WORKFACTORSTHEINFLUENCEOFWORKFACTORSOFCOMPENSATIONMANAGEMENTSPECIF

9、ICINCLUDINGWORKENVIRONMENT,LABORINTENSITY,ANDCOMPLEXITYOFTHEINITIATIVE,ANDCHALLENGESANDSOON4INDIVIDUALFACTORSTHEIMPACTOFINDIVIDUALACTORSOFCOMPENSATIONMANAGEMENTINCLUDINGTHELABORERSPERSONALABILITY,PERSONALITY,CHARACTERTRAITSANDVALUES,SENIORITY,PERFORMANCE,EXPERIENCE,EDUCATION,THEDEVELOPMENTPOTENTIALI

10、NSUMMARY,THEPAYISANINTEGRATEDWITHTHEFOURELEMENTSHARMONYOFMANAGEMENT,ENVIRONMENT,ORGANIZATIONS,ANDINDIVIDUALS,ANDCONTINUOUSLYTHEPROCESSOFEFFECTIVEUSE,INTHISPROCESS,EMPLOYEESGAINEDTHESATISFACTIONANDASENSEOFACHIEVEMENTONLABORREWARDANDJOB,ANDORGANIZATIONSWILLCOMPLETEITSGOALSCOMPENSATIONISACOMPLEXECONOMI

11、CANDSOCIALPHENOMENONFROMDIFFERENTANGLESCANPERFORMVARIOUSCLASSIFICATIONSACCORDINGTOTHEMECHANISMOFCOMPENSATION,ITCANDIVIDEINTOINTERNALANDEXTERNALCOMPENSATIONINTERNALCOMPENSATIONMEANSTHESTAFFBYVIRTUEOFTHEIROWNHARDWORKTOGETHONOR,SUCCESSANDLIABILITYINTERNALCOMPENSATIONINCLUDEPARTICIPATIONINTHEDECISIONMAK

12、INGRIGHTS,INDIVIDUALSTOPLAYTHEPOTENTIALJOBOPPORTUNITIES,INDEPENDENCEANDFREEDOMTOARRANGETHEIRWORKINGHOURS,MORETERMS,MOREINTERESTEDINTHEWORK,PERSONALDEVELOPMENTOPPORTUNITIES,DIVERSIFICATIONOFACTIVITIESEXTERNALCOMPENSATIONMEANSENTERPRISESACCORDINGTOTHESTAFFFORTHESIZEOFCONTRIBUTIONTHEYMADEANDTHATPAIDTHE

13、VARIOUSFORMSOFINCOMETOTHESTAFFITSSPECIFICMANIFESTATIONSAREVARIED,INCLUDINGWAGES,BONUSES,BENEFITS,ALLOWANCESANDOTHERSPECIFICFORMSWAGESEMPLOYEESASLONGASWORKSINENTERPRISES,WEWILLBEABLETOGETAREGULARFIXEDAMOUNTOFLABORREMUNERATIONTHENARROWWAGESPAIDTOWORKERSREFERTOTHEMONETARYREWARDFROMTHEMEANINGOFGENERALIZ

14、EDWAGES,INCLUDINGLABORERSMONETARYANDALLTHEREMUNERATIONOFNONMONETARYFORMSITISNOWCOMMONLYREFERREDTOWAGES,GENERALLYREFERSTOGENERALIZEDWAGESASTHEWAGESOFSTAFFBASICCOMPENSATION,THEBASICAMOUNTFIXED,ITPROVIDESAMORESTABLESOURCEOFINCOMETOTHEEMPLOYEES,ANDMEETTHEMINIMUMNEEDSOFLIFETOSTAFFINCENTIVESINCENTIVESREFE

15、RSTOTHEORGANIZATIONTOPROVIDESTAFFWITHTHEEFFORTSBEYONDTHENORMALLABORORLABORANDCOMPENSATIONPAIDTOEMPLOYEES,INCLUDINGITSDIVIDEND,PROFITSHARINGANDUSUALLYREFERTOTHEBONUSCONTENTWELFAREWELFAREALSOHASBROADANDNARROW,THEBROADWELFAREINCLUDESWAGESTHENARROWWELFAREREFERSPAIDTOTHESTAFFINADDITIONTOWAGESORSALARIESAN

16、DOTHERFORMSOFREMUNERATION,ANDMORETOPAYINPHYSICALORTHEFORMOFSERVICES,SUCHASSOCIALINSURANCELIFEINSURANCE,UNEMPLOYMENT,ENDOWMENTINSURANCE,ETCTHEFREEANDDISCOUNTEDOFWORKMEAL,PREFERENTIALHOUSING,THEPROVISIONOFFREEORLOWPRICEDCANTEENSBATHHOUSE,CLUBS,ANDSOONSUBSIDYSUBSIDIESREFERSTOTHEWAGEORSALARYOFENTERPRISE

17、SDIFFICULTTOCOMPLETE,ACCURATELYREFLECTTHESITUATIONORTHESPECIALWORKINGCONDITIONSOFSTAFFANDJOBCHARACTERISTICSANDTHESPECIFICCONDITIONSOFTHEADDITIONALPAYANDTHECOSTOFLIVINGPAIDSTAFFCOMPENSATIONTHESECIRCUMSTANCESARETHEWORKINGENVIRONMENTISDETRIMENTALTOSTAFFHEALTHTHEWORKCAUSEPOSSIBILITYOFLARGERHARMTOSTAFFEM

18、PLOYEESINVOLVEDINTHECOMMUNITYINSOMESEEMINGLYDECENTWORKANDSOONPEOPLEUSUALLYASSOCIATEDWITHTHEALLOWANCEASCOMPENSATION,ANDTHECOMPENSATIONLINKEDTOLIFEASSUBSIDIESACCORDINGTOTHECOMPENSATIONDEFINEDASTHEFUNDAMENTALBASISOFTHECOMPENSATIONCLASSIFICATION,THEPAYCANBEDIVIDEDINTOTIME,PIECEWORKPAYANDOUTSTANDINGACHIE

19、VEMENTCOMPENSATIONINADDITION,ACCORDINGTOTHECOMPENSATIONWHETHERTHEMONETARYFORMCANBEOBTAINEDDIRECTLY,DIVIDEDINTOMONETARYANDNONMONETARYREMUNERATIONPAYISTHESAMEASCOMMODITYMONEYCONTACTTOACATEGORYUSINGTHETWOANGLESASFOLLOWINGTODEFINETHEQUALITYOFCOMPENSATIONFROMTHEPOINTOFVIEWOFPRODUCTIVITY,ITISPRODUCTIONORO

20、THERECONOMICACTIVITIESOFHUMANLABORINPUTTHEMONETARYFUNDSMANIFESTATIONS,ISTHEFINALCOSTOFTHEPRODUCTCOMPONENTSINTHECONDITIONSOFMARKETECONOMY,ENTERPRISESMAINLYTHROUGHPAIDTOTHEACCOUNTINGORMEASURINGPRODUCTIONANDOTHERECONOMICACTIVITIESOFHUMANLABORCONSUMPTIONDUETOTHEPRESSUREOFCOMPETITION,ENTERPRISESMUSTCONSI

21、DERCUTTINGLABORCOSTSFROMTHEPOINTOFVIEWOFTHERELATIONSOFPRODUCTION,COMPENSATIONFORTHEINCOMEDISTRIBUTIONREFLECTSTHEOUTCOMEOFTHESTAFFWASTHEALLOCATIONOFSHARESUNDERTHECURRENTSOCIALSYSTEMOFOURCOUNTRY,COMPENSATIONISTHEMAINSOURCESTOTHEMEANSOFSUBSISTENCECONSUMPTIONOFWORKERSITHAVEAMAJORIMPACTONTHELEVELOFCONSUM

22、PTIONANDTHECONSUMPTIONSTRUCTURE,ANDCONSUMPTIONACTUALLYISTHEPROCESSOFREPRODUCTIONLABOR,REPRODUCTIONOFLABORALSOHASANIMPORTANTINFLUENCEINTHENEXTPHASEOFPRODUCTIONTHEREFORE,THECOMPENSATIONSLEVELHASGREATSIGNIFICANCEFORSUSTAINEDANDSTABLEINCREASEPRODUCTIONORPROMOTEOTHERECONOMICACTIVITIESSUCHADUALCHARACTEROF

23、COMPENSATION,ITDECIDEDTHATTHECOMPENSATIONMANAGEMENTISACTUALLYREDUCEEXPENDITUREANDINCOMEDISTRIBUTIONONPRODUCTIONCOSTSANDTHATCONTINUEDTOIMPROVEPAYLEVELSOFTHISCONTRADICTIONANDMAKEANADJUSTMENTTHEFUNCTIONOFCOMPENSATIONMAYFROMTHEENTERPRISES,WORKERSANDSOCIALASPECTSTOINSPECTFROMTHEPOINTOFVIEWOFTHEENTERPRISE

24、S,COMPENSATIONHASTHEFOLLOWINGFUNCTIONSFIRST,THEINCREMENTFUNCTIONSCOMPENSATIONISNOTONLYTHECOSTSOFPURCHASELABORBYENTERPRISES,ASWELLASTHEINVESTMENTOFLIVEWORKING,ITWILLGIVEEMPLOYERSGREATERTHANEXPECTEDCOSTBENEFITSTHEEXISTENCEOFSUCHBENEFIT,PROVIDEDTHEIMPETUSMECHANISMOFLABOREMPLOYMENTANDINVESTMENTLABORFORT

25、HEENTERPRISESSECOND,THEPROMOTINGFUNCTIONSCOMPENSATIONISAEVALUATIONOFWORKERSANDOPERATORSPERFORMANCE,REFLECTTHEQUALITYANDQUANTITYCONDITIONSOFWORKTHEREFORE,THECOMPENSATIONCANPROMOTESTAFFCONSTANTLYIMPROVETHEIRWORKEFFICIENCYANDENTHUSIASMTHIRD,THECOORDINATIONFUNCTIONSWHILETHEMOVEMENTOFCOMPENSATION,PUTTHEO

26、RGANIZATIONSGOALSANDINTENTIONSOFMANAGERSTOEMPLOYEES,CORRESPONDTHERELATIONSHIPBETWEENSTAFFANDENTERPRISES,ANDPROMOTETHECONSISTENTOFSTAFFACTIONANDENTERPRISESCORRESPONDONTHEOTHERHAND,THEREASONABLEOFCOMPENSATIONDIFFERENTIALSANDSTRUCTURECANEFFECTIVELYMEDIATETHECONFLICTBETWEENTHEEMPLOYEES,ANDHARMONYTHEHUMA

27、NRELATIONSHIPSFROMTHEPOINTOFVIEWOFTHEEMPLOYEE,COMPENSATIONHASTHEFOLLOWINGFUNCTIONSFIRST,THEREPRODUCTIONOFLABORENSUREFUNCTIONSSTAFFTHROUGHTHELABORANDSERVICESEXCHANGEFORCOMPENSATION,SOTHATTHEYCOULDMEETTHENEEDOFFOOD,CLOTHING,SHELTER,WITHTHEBASICNEEDSOFLIFE,THEREBYACHIEVINGAREPRODUCTIONOFLABORFORCESECON

28、DISTOACHIEVEFUNCTIONALVALUECOMPENSATIONISANEVALUATIONFORENTERPRISESTOPAYFORTHEIREMPLOYEES,ALSOISTHERECOGNITIONOFSTAFFCAPABILITYANDLEVEL,ISTHERETURNSOFTHEIMPLEMENTOFINDIVIDUALSVALUE,ANDTHESIGNALOFSUCCESSFULPROMOTION,ITREFLECTSTHEEMPLOYEESRELATIVEPOSITIONANDFUNCTIONINENTERPRISES,ITCANMAKETHESTAFFHAVEA

29、SENSEOFACHIEVEMENTANDSATISFACTION,ANDTHUSINSPIREGREATERENTHUSIASMFORTHEWORKTHIRD，REASONABLECOMPENSATIONWILLBESTRONGTHETRUSTOFENTERPRISEBYSTAFF,BUILDUPTHEEXPECTEDINCREASERISKOFPSYCHOLOGICALSENSEOFSECURITYANDASENSEOFSECURITYFORTHESTAFFFROMTHEPOINTOFVIEWOFTHESOCIAL,COMPENSATIONHASTHERELOCATEFUNCTIONOFL

30、ABORFORCERESOURCESFORTHESOCIALMOSTPEOPLEWILLBEWILLINGTOTHEHIGHERCOMPENSATIONREGIONS,DEPARTMENTSANDTHEPOSTASAMANAGERCANUSETHEDIFFERENCECOMPENSATIONTOGUIDEHUMANRESOURCESREASONABLEFLOW,PROMOTETHEEFFECTIVEDISTRIBUTIONFORHUMANRESOURCES,IMPLEMENTTHEHUMANRESOURCESDEVELOPMENTANDMAXIMIZEEFFICIENCYINADDITION,

31、COMPENSATIONALSOCANAPPLYTHEOCCUPATIONALVALUEANDTYPESOFWORKBYPEOPLE,COMPENSATIONLEVELTOACERTAINEXTENTREFLECTTHETYPESOFWORKORSOCIALVALUES,THEREBYADJUSTTHEPEOPLESOCCUPATIONALASPIRATIONSANDTHEFLOWSOFOBTAINEMPLOYMENTCOMPENSATIONHASALWAYSBEENANATTENTIONTASK,ITISNOTMERELYRELATEDTOEACHPERSONSPERSONALINTERES

32、TS,ISINVOLVEDINEVERYORGANIZATION,THEWHOLECOMMUNITY,ANDEVENTHEENTIRECOUNTRYSSOCIOECONOMICDEVELOPMENTTHEREFORE,COMPENSATIONISTHATFOREIGNSCHOLARSHAVEALWAYSBEENANIMPORTANTRESEARCHSUBJECTTHEMOTIVATIONTHEORYOFCOMPENSATIONISTHEBASISOFTHECOMPENSATIONMANAGEMENTTHEORYMOTIVATIONISTHEMOSTIMPORTANTANDMOSTBASICFU

33、NCTIONSINCOMPENSATIONHOWTOUSETHECOMPENSATIONTOMOTIVATETHESTAFFEFFICIENCYANDENTHUSIASM,ISTHECORECONTENTOFCOMPENSATIONSTUDY,DESIGNANDCOMPENSATIONMANAGEMENTREASONABLE,FAIRANDCOMPETITIVECOMPENSATIONISTHEMOSTIMPORTANTFACTORSTOENCOURAGETHEEMPLOYEESTOWORKHARDREASONABLE,ANDEFFECTIVECOMPENSATIONMANAGEMENTMEC

34、HANISMBETWEENPROMPTINGISABENIGNINTERACTIONEFFECTIVECOMPENSATIONMECHANISMMUSTMOTIVATETHESTAFFUSEHIGHERQUANTITYANDQUALITYTOCOMPLETEDTASKS,ANDHIGHERQUANTITYANDQUALITYOFWORKMUSTBRINGHIGHERCOMPENSATIONMOTIVATIONISAPSYCHOLOGYCONCEPT,INITSESSENCE,ITISSAIDTHATSOMEMOTIVATIONBYTHEREASONS,SOMEOCCURREDMOTIVEACT

35、SISPRODUCEDFOREXAMPLE,THESAMEPERSON,WHYDOTHEIRSOMETIMESWORKACTIVELY,ANDSOMETIMESFLAGGINGSPIRITANDNOMOODTOWORK,OREVENNEGATIVEGOSLOWNOW,PUTTHEMOTIVATIONCONCEPTINTOMANAGEMENTPRACTICE,ENDOWANEWMEANINGTHATISMOTIVATIONISASPIRITUALPOWERORSTATE,THESTAFFHASSTEPPEDUP,INSPIREANDPROMOTETHEROLEANDINSTRUCTIONORGU

36、IDANCESTAFFCONDUCTATTHEORGANIZATIONSGOALSTHEREFORE,NOTONLYTOSTUDYSOMEKINDOFMOTIVATIONHOWIS,MORECRUCIALTOEXAMINEHOWTOPROMOTETHEMANAGEMENTOFAPARTICULAROBJECTHAVETHEMOTIVATIONHOWTOGUIDETHEMWITHTHEIRFULLFORCETOACHIEVEAPARTICULARGOALTODAYSSOCIETY,MOREANDMOREMOTIVATIONBYMANYMANAGERSINTHEIMPLEMENTATIONGUID

37、ANCEANDLEADERSHIPISSEENASANIMPORTANTMETHODTHUSEFFECTIVELYINTEGRATEHUMAN,USINGTECHNOLOGYTOACHIEVEREUNIFICATIONOFALLEMPLOYEES,ITWILLALSOMAKETHEPERSONALEASEOFMIND,THEACHIEVEMENTOFORGANIZATIONALOBJECTIVESINTHEUNDERSTANDINGTHEBASISOFHUMAN,ANDMANYSCHOLARSRESEARCHTHENEEDSANDCONDUCTOFHUMAN,BUTITHASTHESAMEPU

38、RPOSEOFTHESTUDY,NAMELYHOWTOINSPIREMOTIVATION,HOWTOANALYZENEEDS,HOWTODETERMINEACTION,ADOPTEDTOMEETTHENEEDSOFTHEPEOPLETOACHIEVETHEIRBASICOBJECTIVE,SOASTOACHIEVEANEFFECTIVEMOTIVATIONATPRESENT,DOMESTICANDFOREIGNSCHOLARSHAVERECOGNIZEDTHEMAINMOTIVATIONTHEORYHIERARCHYOFNEEDSTHEORY,TWOFACTORTHEORY,EQUITYTHE

39、ORY,EXPECTANCYTHEORYOFMOTIVATIONTHISTEXTSIMPLYINTRODUCEHIERARCHYOFNEEDSTHEORYANDEXPECTANCYTHEORYOFMOTIVATIONMASLOWPUTFORWARDTHEHIERARCHYOFNEEDSTHEORY,ITTHINKSTHATTHENEEDSOFHUMANISARISENWITHTHEARRANGEMENTFORM,FROMTHEJUNIORPROGRAMSNEEDTOBEGINTOMOVEUPWARDSTOSENIORNEEDSMASLOWTHINKSTHATITGENERALLYHASFIVE

40、LEVELSOFNEEDSINSOCIALLIFEBYPEOPLEPHYSIOLOGICALNEEDS,SECURITYNEEDSANDSOCIETYNEEDS,RESPECTNEEDSANDSELFACTUALIZATIONNEEDSMASLOWALSOCONSIDERSTHATWHENANEEDTOBEMET,ANDAHIGHERLEVELOFNEEDWILLOCCUPYTHEDOMINANTPOSITION,THEINDIVIDUALNEEDSOFTHELAYERTORISEFROMTHEPOINTOFMOTIVATION,NOANEEDWILLBEFULLYMET,HOWEVER,AS

41、LONGASTHEMEETINGISPARTOFTHEINDIVIDUALWILLTOPURSUEOTHERASPECTSOFTHEIRNEEDSACCORDINGTOMASLOWSVIEW,IFWEWANTTOINSPIRESOMEONE,ITISIMPERATIVETOUNDERSTANDWHICHHIERARCHYOFNEEDSBYTHEPERSON,THENFOCUSEDONMEETINGTHENEEDSOFTHISLEVELORABOVETHISLEVELNEEDSMASLOWSTHEORYGAINEDALLPERVADINGRECOGNITION,ESPECIALLYGAINEDT

42、HERECOGNIZTIONFROMPRACTICEBYMANYMANAGERSTHISISMAINLYDUETOTHETHEORYSIMPLEANDCLEAR,EASYTOUNDERSTANDTHEINHERENTLOGICITSMAXIMIZEUSEFULNESSLIESINTHEFACTTHATITPOINTSOUTTHENEEDFOREVERYPERSONASMANAGERS,INORDERTOEFFECTIVELYINSPIRESUBORDINATES,ITISNECESSARYTOUNDERSTANDTHEIRSUBORDINATESWHATISNEEDTOMEETINTHEREF

43、ORMPROCESSOFSTATEOWNEDENTERPRISE,THEINTERNALREFORMOFTHECOMPENSATIONSYSTEMISALWAYSTHESUMMITCONCERNEDBYALLTHELEVELSOFMANAGERSTHEREFORMOFENTERPRISESCOMPENSATIONSYSTEMTHROUGHOUTTHEENTIREPROCESSOFSTATEOWNEDENTERPRISESREFORMWHILEMANAGERSATALLLEVELSPAYGREATATTENTIONTODESIGNANDPAYSYSTEMREFORMINCHINABUTTHEMA

44、JORITYOFBUSINESSESPAYSYSTEMSTILLFACEDWITHMANYPROBLEMSANDSHORTCOMINGSATPRESENT,ANDMANYENTERPRISESEMPLOYEESISNOTHIGHSATISFACTIONOFTHECOMPENSATIONSYSTEM,THECOMPENSATIONSYSTEMOFENTERPRISESHASFAILEDTOPLAYTHEROLEOFINCENTIVE,DIDNTBECOMETHENORMTOWORKERSLIKEOTHERSTATEOWNEDENTERPRISESWHENTHENANJINGDEVALVEFACT

45、ORYCARRYTHROUGHTHECOMPENSATIONMANAGEMENT,ALSONOTFULLYUNDERSTANDTHATTHECOMPENSATIONSYSTEMOFENTERPRISESMUSTSUPPORTANDSERVICESTOTHEENTERPRISESSTRATEGICGOALSGREATEREXTENTONTHEEXISTENCEOFCOMPENSATIONTOCOMPENSATION,DISTRIBUTETHEEQUITYANDREASONABLEINTOTHEREFORMANDDEVELOPMENTPROCESSASAGOALANDNOTWHATKINDOFCO

46、MPENSATIONSYSTEMWILLBEFAVORABLETOCORPORATESTRATEGYANDTHEIMPLEMENTOFHUMANRESOURCESTRATEGY,NANJINGDEVALVEFACTORYDONOTFROMTHEIROWNSTRATEGIESANDTHEOVERALLHUMANRESOURCESSTRATEGYSTARTINGTOREFORMANDIMPROVETHECOMPENSATIONSYSTEM,ANDDONOTFOOTHOLDINTHEENTERPRISEBUSINESSSTRATEGYANDHUMANRESOURCESSTRATEGY,ACCORDI

47、NGTOLABORMARKET,FINALLYFORMEDENTERPRISESCOMPENSATIONMANAGEMENTSYSTEMENTERPRISESLACKOFMANAGEMENTEXPERIENCEINPROFESSIONALHUMANRESOURCESMANAGEMENTSECTORINTHEMEDIUMANDLONGTERMDEVELOPMENTSTRATEGYOFRESEARCHANDDECOMPOSITIONTOTHEENTERPRISE,ACCORDINGTOTHEEXTERNALMARKETANDTHEDEVELOPMENTOFENTERPRISESANDWORKOUT

48、DEVELOPMENTSTRATEGIESTHATSUITTHESALARYMANAGEMENTSYSTEM,LACKOFSTUDYONCOMPENSATIONMANAGEMENTALTHOUGHENTERPRISESALSOPAYACERTAINOFREFORMFORCOMPENSATIONSYSTEMINRECENTYEARS,BUTTHESEREFORMSARENOTFROMTHEHEIGHTOFCORPORATESTRATEGYANDTHEENTERPRISEFAILSTOREFLECTTHESTRATEGICOBJECTIVESANDPOSITIONINGDUETOTHEINFERE

49、NCEOFTRADITIONALSTRUCTUREANDTHETRADITIONALCONCEPT,THEEXISTINGCOMPENSATIONSTRUCTUREOFENTERPRISEISRELATIVELYAVERAGE,NOREASONABLEBEGANGAP,THEPRICEOFENTERPRISESCOMPENSATIONANDLABORMARKETDETACHEDFROMTHEPRICEOFLABORMARKET,KEYPOSITIONSINTHECOMPENSATIONLEVELBELOWTHEEXTERNALMARKETCOMPENSATIONLEVELANDWITHOUTEXTERNALCOMPETITIONANDNONKEYPOSITIONSINTHECOMPENSATIONHIGHERTHANTHEMARKETLEVELTHECOMPENSATIONOFORDINARYWORKERSISHIGHERTHANTHEMARKETPRICEFROMTHEEXTERIOR,NONKEYPOSITIONSORDINARYWORKERSOFENTERPRISEWHOSECOMPENSATIONTHEIRSALARYLEVELHIGHERTHANTHEAVERAGELEVELINSOCIETY,ONESIDEITINCREASEST