| 3. | So , this paper that is based on the their own characteristics and their status , discusses the salary system ’ status and problems of the middle and small - scale iron and steel enterprise , and point out some new creative thoughts according to the compensation rules of the shuicheng iron & steel group company and nanjing iron & steel united co . , ltd . in the principle which retaining and motivating the key staff is mainly and recruiting the employees from the external is supply , we should do seriously the job analyze and post appraisal , and adopt the market pay level which is the hybrid policy . in the additions , in the guidance of the hierarchy of the need theory , takes the deference measures to design the compensation structure according to the executive 、 the middle and low level manager 、 technicians and operative employee doing the contributions to the enterprise , adjusts the ratios of fixed wages and variable wages , uses the annual salary system for the executive , implementing the dual ladders to the managers and the technicians
为此,本篇论文主要是根据中小钢铁企业的自身特点,论述了中小钢铁企业的薪酬体系的现状和存在的不足,并结合水城钢铁(集团)公司和南京钢铁联合有限公司两家钢铁企业的薪酬制度,提出了相应的创新思路,即在以留住、激励关键人才为主,以外部招聘员工为辅的思想指导下,认真做好工作分析、岗位评价工作,采取混合政策的市场薪酬水平,同时,在需求层次理论的指导下,根据经营管理人员、一般管理人员、技术人员及操作人员对企业的贡献不同采取了不同的薪酬结构设计,调整了特殊人群的固定工资和浮动工资的比例,对经营管理人员实行年薪制,对技术人员和管理人员实行“双梯制”的职业发展通道,从而确保了薪酬制度的公平性、经济性、激励性,不同程度地鼓励了企业特殊人才的工作积极性和主动性,优化了企业的制度,提高了企业的核心竞争力。 |
