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国企薪资改革回归人员激励(SOE reform salary incentive return)
国企薪资改革回归人员激励(SOE reform salary incentive return) Salary reform is not a simple adjustment system. If you really want to return to the reform of salary incentive, need to pay the lasting and arduous efforts. In recent years, state-owned enterprises to accelerate the deepening of reform, wage reform reform as a key point, has attracted more and more attention to state-owned enterprises. In the practice of salary reform, we usually think of salary management exists the following problems: the salary level of official standard; salary gap will not open; nominal performance salary; salary management is lack of dynamic adjustment, etc.. This view more from the salary technology point of view, not factual, but ignore the essence of salary management thinking. We believe that the state-owned enterprise salary reform can not only stay in the level of technical improvement, and should return to the fundamental purpose of the reform of personnel incentive. Therefore, state-owned enterprises pay reform must first people-oriented, to motivate object as the core, analysis of types and the demand characteristics of the current state-owned enterprises, combined with the current management of state-owned enterprises, so as to guide the operation of salary reform. How the state-owned enterprise personnel classification? Divided into several categories? Compared with private enterprises and foreign enterprises, what features? What are the issues they are most concerned about? Different kinds of personnel salary reform, how to locate and grasp it? Personnel classification has different dimensions, also varied ways, so the personnel classification results may be quite different. The theme of this paper is the state-owned enterprise salary reform, starting from the effective application for practice, we can be divided into three categories of personnel: senior executives, middle managers and general staff. Usually the external market on the one hand, on the other hand also take into acco
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