Salary management and people-oriented corporate culture

Salary management not only explains the connotation of people-oriented corporate culture, but also provides technology and methods for the implementation of people-oriented corporate culture. In the process of salary management, meeting employees' needs and motivating employees is the concrete embodiment of people-oriented corporate culture. Paper Keywords: salary management is facing opportunities and challenges, and in the business world, it is dominated by humanistic corporate culture, and the global business community has gradually attached importance to human resources. Based on this fact, human resources are the biggest and most critical resources to maintain competitive advantage. How to acquire, retain and make good use of talents is a recognized problem in business circles, and the most complicated and difficult one is how to motivate and shape the soul of enterprises. The most important secret of a successful enterprise with sustainable development is to establish a reasonable and effective salary management system and a people-oriented corporate culture to fundamentally ensure the competitive advantage of human resources. 1 salary management theory summary salary is the product of market competition. The early salary management theory was represented by william petty, who believed that salary, like other commodities, had a natural value level, which was recognized as the basic consumer demand. The minimum wage is a necessary condition for workers to maintain their basic livelihood and production and operation. Mill founded the wage fund theory. According to the theory of wage fund, the total amount of funds used to pay wages in a society is certain in a certain period, which is the wage fund of that society. The wage fund depends on the ratio of wage cost to other production costs. Adam Smith believes that there are two kinds of factors that cause wage differences in his wage level theory: one is due to the different nature of occupations, and the other is due to wage policies. He pointed out that the relationship between occupational nature and wage difference is actually that although the early salary management theory is not comprehensive, its basic idea still has great influence today and is an important foundation of contemporary salary theory. With the development of social economy and the improvement of labor market, especially the in-depth study of microeconomics, a relatively systematic modern wage theory has been formed. For example, the marginal productivity wage theory put forward by Marshall, a British economist, holds that in a completely free market, enterprises must realize the optimal allocation of production factors in order to obtain the maximum profit. As far as labor factors are concerned, the marginal product for hiring workers is equal to the wages paid to workers. This reveals the relationship between wage level and labor productivity. Represented by economist Maurice Dobb, he put forward the theory of collective bargaining wage. He believes that the relationship between enterprises and employees is determined by the contrast of their interests. Collective negotiation is the main way to coordinate the interests of both parties and determine the wage level. He didn't study the wage problem from an economic perspective, but explained it from a social and political perspective. With people's concern and in-depth study of enterprise management, modern compensation theory came into being. For example, according to the motivation theory, the performance level of employees is related to motivation, which is embodied in employee performance = employee ability × motivation degree. This formula points out that the higher an employee's ability, the higher his performance level. Later, Adam Smith further discussed this and put forward the theory of fairness, arguing that employees will compare their own income and efforts with those of others. If the ratio is equal, they will feel fair, otherwise they will feel unfair and try to change. This kind of salary focuses on the wage structure, wage difference and wage relationship within the organization. Schultz, the winner of the Nobel Prize in Economics, put forward the theory of human capital, which holds that human capital is formed by human investment and is the sum of values such as knowledge and skills hidden in the human body. The higher a person's capital content, the higher his productivity and the higher his salary in the labor market. This theory is very convincing to the theory of wage difference and can better explain the wage difference between white-collar workers and blue-collar workers in industrialized countries. 2 People-oriented corporate culture When it comes to corporate culture, people will associate people-oriented with corporate culture, because people-oriented values are the core concept of corporate culture. The study of people-oriented corporate culture cannot be traced back to the rapid rise of Japanese corporate culture in the 1960s and 1970s. Pascal athos, an American scholar, made a comparative analysis of the management methods of American and Japanese enterprises. American enterprises overemphasize the three "hard" in the management process, namely, strategy, structure and system, while Japanese enterprises can take into account the four "soft" without denying the three "hard", namely, personnel, skills, style and the same values. William ouchi, another American scholar who studies Japanese enterprises, believes that the main feature of Japanese enterprise management is to pursue the people-oriented management concept, pay attention to starting from people's needs and implement people-oriented management. This distinctive management feature constitutes Japan's unique corporate culture. The most successful companies in the United States also attach importance to the valuable resources of enterprises-people, and improve the efficiency of labor production by exerting people's potential. Although the emergence of corporate culture theory is related to attaching importance to people's corporate values, corporate culture does not mean people-oriented. The idea of humanistic management can be traced back to the theory of behavioral science. Mayo, a famous psychologist at Harvard University, conducted the famous Hawthorne experiment in the Hawthorne experimental factory affiliated to the Western electric appliance company for the first time, reminding people not to ignore interpersonal factors when dealing with problems, and thus put forward the hypothesis of "social man", arguing that people do not simply pursue economic interests. In the production process, we also pursue friendship, security, belonging and respect between people. Based on the understanding of people's various needs, Maiotti organization believes that people's needs other than economic needs should be met, and that managers should pay attention to the relationship between employees, cultivate employees' sense of ownership, global awareness and team spirit, and emphasize collective honor. And put forward that the new leadership ability is to keep a balance between the needs of formal organization economy and the needs of informal organization society of workers. From the end of 19 to the middle of the 20th century, management theory is considered to have gone through three stages: classical management theory, behavioral science and jungle management. Every new management theory is based on the ever-changing understanding of human nature. In the development of management theory and practice, the understanding of human nature has experienced such assumptions as "economic man", "social man", "self-actualizing man", "complex man" and "trusting man", which leads to different management ideas and methods and profound changes in people's position in the organization. With the development of social economy, people play an increasingly important role in management. Today, when human beings step into the era of knowledge economy, management theory and practice are all focused on one point: people are the most precious resources of enterprises and the foundation of their development. However, how to improve the competitiveness of enterprises by implementing people-oriented management is the biggest challenge facing enterprises. Therefore, there is no doubt that enterprises should establish a people-oriented management concept. The core of corporate culture is corporate values. People-oriented corporate culture emphasizes the concepts of affirming, respecting, understanding, caring, relying on, developing and serving people. Give full play to people's initiative, enthusiasm and creativity through effective incentives, maximize people's potential, and achieve a better fit between personal goals and corporate goals. How to shape people-oriented corporate culture and how to embody the characteristics of people-oriented corporate culture requires in-depth and detailed analysis of people's needs in enterprises. Because meeting people's needs is the starting point and destination of people-oriented corporate culture construction. However, in different economic, social and cultural backgrounds, the ways and methods to meet the demand are different. Even in different periods under the same social and cultural background, the ways and means to realize various needs are constantly changing. This requires that the establishment of a people-oriented corporate culture must be based on the social and cultural background of the enterprise. With the constant change of enterprise environment, we are constantly exploring new ways of enterprise behavior to achieve the integration of organizational goals and personal goals. Create a people-oriented corporate culture, that is, the needs of managers. Salary management is an important means to realize people-oriented corporate culture. Salary management is an interpretation of people-oriented corporate culture. 3. 1 The essence of salary management is that enterprises should establish a people-oriented corporate culture. There are different opinions about salary management, but it is a kind of knowledge that a perfect salary management system can satisfy employees. The object of salary management is employees in enterprises. The purpose is to motivate employees by meeting their needs, so as to mobilize their initiative and enthusiasm. On the one hand, the salary management theory explains the importance and necessity of establishing a people-oriented corporate culture, on the other hand, it also provides specific management strategies for implementing a people-oriented corporate culture. In the market economy environment, as a profit-making organization, what is the effective way for enterprises to get the maximum profit in the increasingly fierce competition environment? Traditional wage theory holds that wages are the reward of labor, while modern wage theory emphasizes how to retain employees and motivate them to exert their greatest potential, which will be the source of profits for enterprises in the future. Enterprise competition is essentially the competition of various resources, among which human resources are the core resources. Therefore, whoever has talents will have a competitive advantage. The cost of recruiting new employees is much higher than the cost of retaining old employees. To retain employees, we must first meet the needs of employees. Meeting the needs of employees is the only way to get employee satisfaction. Only by establishing a people-oriented corporate culture can enterprises truly put people at the center of management and care about the needs of employees until their needs are met. 3.2 Salary management explains the connotation of people-oriented. The traditional salary management theory is only interested in direct economic compensation, especially monetary salary, and only regards it as a production cost. In fact, salary, as a reward for workers' work, is an important source of motivation to urge employees to do their best and keep full of enthusiasm, which reflects the importance attached to employees and the satisfaction of their needs, and establishes a people-oriented salary system. This concept re-understands the relationship between employees and enterprises, that is, enterprises must change the traditional relationship model between enterprises and employees in order to gain advantages in market competition and continue to grow and develop. From the development of western enterprises, we can see that the relationship between enterprises and employees is employment relationship first, and then management relationship. Under the traditional mode, enterprises hire employees, and employees only have the right to accept jobs, but not the right to choose jobs. Enterprise management staff. Employees must work for organizational goals under the management and constraints of various organizational systems, and employees are in a subordinate position. The premise of modern salary management theory is to affirm and attach importance to people, not only insist on putting people in the position of management, but also manage employee needs from the perspective of employee needs. The relationship between enterprises and employees has undergone profound changes, from the dominant position of enterprises to that of employees. With the development of social economy and the arrival of the era of knowledge economy, knowledge economy will replace the main production factors in the past, and people with knowledge will naturally become the leading factor in the development of enterprises. In the recruitment of human resources in enterprises, talents choose enterprises and enterprises are eager for talents. Some scholars predict that 2 1 century will be the era of talents. In the management relationship, the enterprise's goals must be consistent with the employees' goals, and all kinds of management systems and codes of conduct of enterprises must be formulated on the premise of people-oriented, rather than taking employees as management objects in traditional management. 3.3 The application of modern salary management theory is the implementation of people-oriented corporate culture. The concept of people-oriented corporate culture is to advocate affirming, respecting, caring, relying on, developing and serving people. How do enterprises make people-oriented in management activities? How to embody people-oriented in enterprise behavior culture such as enterprise management system and code of conduct, that is, to realize people-oriented management operation mode, is the focus of enterprises' attention. Modern salary management theory provides guidance for this. The key to people-oriented lies in the satisfaction and encouragement of employees' various needs, and enterprises should play a leading role in the mutual investment between enterprises and employees. Enterprises should take the initiative to invest in the needs of employees, and employees will naturally have a return. In traditional management, enterprises expect employees to make contributions first and then give corresponding rewards. Using modern salary management theory to establish a people-oriented corporate culture. In the whole process of interaction between employees and enterprises, managers realize people-oriented management through salary management.