Human resource management of small and medium-sized enterprises in China (salary system? Training system) and its reasons.

There are too many hopes that can be used to help small and medium-sized enterprises pay management. As the saying goes, things are often unsatisfactory, and there is nothing perfect in the world. So is the salary management of small and medium-sized enterprises. Although small and medium-sized enterprises have found some good management means and methods of salary management in the development process, they still face many problems. 2. The salary system of1is unreasonable and unscientific. 2. 1 1 Unreasonable salary system refers to the composition of salary, that is, how many parts a person's work remuneration consists of. Generally speaking, the salary of employees includes the following major parts: basic salary (i.e. salary), bonus, allowance, welfare and insurance. 1, salary. Within the company, the basic salary difference between employees is obvious, and they can generally go up but not down, showing strong rigidity. The common problems in enterprises include the following two aspects: the wages of some positions are far below the market level, and the solution to the personal income difference mainly depends on overtime; The wages of some elderly people are too high, and their wages have lost flexibility. 2. Bonuses. The part of salary that reflects employees' work performance is performance bonus, and the part that reflects the company's economic benefits is benefit bonus. The lack of performance bonus and benefit bonus leads to the disconnection between salary and work performance and economic benefits. 3. allowance. Unreasonable allowance setting and insufficient salary for some special posts also make the salary inflexible. 4. Welfare. Welfare should be a benefit that everyone can enjoy, which can make employees feel a sense of belonging. Welfare emphasizes its long-term, integrity and planning. The welfare system is imperfect and lacks overall planning, which often wastes funds but has no effect. 5. insurance. Insurance is actually a kind of welfare, a guarantee of long-term interests, or a prevention of emergencies. Social insurance is also compulsory. Some companies regard social insurance as an extra burden, which makes employees feel insecure and their long-term interests are not guaranteed. At the same time, there is no prevention for employees' sudden accidents. Due to China's special national conditions and other reasons, in the rapid development of small and medium-sized enterprises, there is no standardized and reasonable salary system, and there is no scientific job analysis, job design, job analysis, salary design and performance management evaluation system, which is often a stopgap measure and has become a long-standing problem for small and medium-sized enterprises in China. Enterprises are eager for talents, but they cannot achieve a good combination of external competitiveness and internal consistency, which is also a true portrayal of the salary system of small and medium-sized enterprises. Secondly, small and medium-sized enterprises do not have a fixed and perfect salary structure, and they often make up where they are broken, so they present a "patched" salary system. A manufacturing enterprise with a scale of nearly one million uses this method today and that method tomorrow in the process of enterprise expansion and development, resulting in a crisscross salary situation. The salary of small and medium-sized enterprises is too casual, the evaluation of talent recruitment stage is unscientific, and unreasonable high salary is also the strange status quo of small and medium-sized enterprises. The same position, the same job, the same ability, some will show their advantages in front of the boss, complain and get a raise. Employees who don't come to work, no matter how hard they try, the boss won't give them a raise. Thirdly, lack of integrity and even violation of laws and regulations are also common problems of many small and medium-sized enterprises. In order to make the financial statements look good, some well-known domestic network companies listed on NASDAQ even use a large number of interns: after the expiration of the use period, these interns will not become regular employees, and sometimes their wages will be paid as usual for one or two years, but they will not be given social insurance and related benefits, so as to make the statements clean and beautiful, with lower labor costs and higher profits. It is conceivable that small and medium-sized enterprises may not get enough high-quality talents for a while; In the long run, SMEs will inevitably pay a painful price for killing the goose that lays the golden egg. According to the survey, the salary structure of small and medium-sized enterprises mainly consists of fixed salary and variable salary. The fixed salary is mainly determined according to the position, skills, knowledge and operation difficulty required by the position; Variable salary is determined according to various factors such as employee's personal performance, enterprise benefit, peer price, etc. Generally in the form of bonuses and allowances. Between the two, fixed salary accounts for a large proportion in the whole salary, and some even account for more than 80%, which is easy to make employees feel lazy and lazy, while variable salary accounts for too little to stimulate employees' enthusiasm and creativity (see Table 2). Table 2 Proportion of fixed salary to total salary Proportion of fixed salary to total salary is about 40%1411.9% about 50% 252 1.2% about 60%. 48 40.7% accounts for 70% 22 18.6% and 80% 97.6%. How to adjust the reasonable proportion of salary can not only give employees a feeling of relative stability and security, but also stimulate their potential and enthusiasm for work, which is another problem in salary management. 2. The development momentum of small and medium-sized enterprises with unscientific salary system is commendable, but in the long-term development process, due to the serious defects in the basic work of human resources and the lack of scientific theoretical guidance, the salary contradiction has become more and more prominent, which has seriously lagged behind the requirements of modern talent competition and even developed to the point of hindering the further development of enterprises. Salary system mainly refers to the basis of salary setting and the setting method of salary level of all kinds of personnel; Salary system refers to how to determine the composition of individual salary level after it is determined; Together with other salary elements, these two forms an organic salary system. The definition of salary lacks rational strategic thinking. So, what is the strategic guiding principle of salary design? The strategic guiding principle of salary design is to organically combine the construction of enterprise salary system with enterprise development strategy, so that enterprise salary system or salary plan becomes an important lever to realize enterprise development strategy. This principle has a "natural" dynamic nature, which is mainly due to the fact that the strategic management of enterprises is essentially a dynamic management. Many small and medium-sized enterprises don't think much about their own development strategies, let alone think about supporting their own development strategies with human resources development strategies. Ignore the "intrinsic salary" in the salary system. Generalized salary can be divided into two parts: internal salary and external salary. The former is the satisfaction people get from the work itself, and generally does not require enterprises to spend any economic resources. The latter is the substantial things such as wages, bonuses, allowances and benefits paid by enterprises to employees, which requires enterprises to pay a corresponding price in terms of economic resources. In quite a few cases, because the boss doesn't respect the personality of employees, or even doesn't notice the existence of "internal salary" at all, the internal salary of employees is negative, the satisfaction of employees with enterprises is extremely low, and the labor-capital relationship is tense. Salary system is the fundamental law of enterprise salary and the foundation and basis of other components of salary system. The unscientific formulation of salary system is the root of other "diseases" of salary. There are two forms of expression: in a company with a long history, seniority becomes the main payment object; Promotion and salary increase are based on personal service years, which leads to the appointment of posts by people instead of posts; Under the pressure of market competition, overtime, as the main adjustment means to make up for the fresh blood salary with relatively high cultural and educational level, leads to the intensification of the salary contradiction of the company, and finally makes the enterprise fall into a situation of external uncompetitiveness and unfair internal system. 2. The salary design principle is improper and it is not competitive with the outside world. Low social visibility. Most small and medium-sized enterprises are not well-known in the industry, the region and even the whole country and even the world, which has caused certain obstacles to attracting outstanding talents. The popularity of enterprises directly affects a person's social status and identity, which is why most people are willing to choose those well-known enterprises to work. Poor working conditions and poor material welfare. Small capital and scale. Small and medium-sized enterprises are small in scale and weak in financial strength. Limited funds are mainly invested in product research and development and market development, so it is difficult for them to offer high salaries and attract outstanding talents. High risk and high bankruptcy rate. Small and medium-sized enterprises' ability to resist risks in market competition is also weak, and their development prospects are very uncertain. Once an enterprise fails to stand the test of the market and is eliminated, its employees will be the first victims, and salary reduction, layoffs and unemployment will follow. For talents, we have to consider this survival factor. Internal competitiveness is also weak. Internally, employees are more concerned about salary differences than salary levels. The differences in employees' personal abilities, jobs and work attitudes will inevitably lead to differences in personal salaries. How to make this "difference" not only encourage advanced but also be accepted by most employees, but also reflect fairness is becoming more and more important for salary management. In the actual salary management, this point is often ignored. The salary design of enterprises should follow the principle of "fairness and justice", especially internal fairness. The salary level must reflect the size of post responsibility and ability between different departments or between different people in the same department, that is, the salary difference must be reasonable. Unreasonable internal salary will cause asymmetry of rights and responsibilities between different departments and individuals in the same department, make some employees feel unfair in comparison, produce psychological imbalance, seriously affect morale and dampen personal enthusiasm for work. 2, 3 Problems in Performance Evaluation Performance evaluation is a worldwide problem, and it is a complicated and headache problem that all enterprises must face. The performance evaluation of small and medium-sized enterprises in China is also facing some problems and puzzles. First of all, the effectiveness of performance indicators is low. Whether the design of enterprise performance evaluation index is scientific and reasonable is directly related to the accuracy and effectiveness of evaluation. Generally speaking, suitable evaluation indicators should be based on job analysis; Different departments, different categories and different levels of enterprise employees should formulate different evaluation index systems. At present, the five standards of "morality, ability, diligence, success and independence" stipulated in the universally implemented performance appraisal system are only principles. The performance appraisal standards are too general, and the assessment contents are basically the same. There is a lack of comparability between the department and the assessed, and the assessed is at a loss. Moreover, many organizations do not have job descriptions or job analysis. In this case, the responsibilities and rights required by specific positions are not completely clear, which makes the scientific extraction of indicators discounted, the randomness increased, and the effectiveness can not be guaranteed. Secondly, the performance evaluation method is outdated and single. First, the leadership assessment is out of touch with the employee assessment. Either the leader has the final say, regardless of the opinions of employees, or take an extremely democratic approach, giving all the decision-making power to employees, and finally becoming a mere formality. Second, qualitative is more than quantitative. Although the performance appraisal of employees in China clearly emphasizes the principle of combining qualitative and quantitative assessment, quantitative assessment is often ignored in actual assessment, resulting in a lack of scientificity, randomness and one-sidedness. The third is to attach importance to the annual assessment and ignore the usual assessment. At present, China still lacks a set of systematic and feasible peacetime assessment methods, and some departments have no peacetime assessment methods at all, relying only on leaders to draw subjective conclusions. Third, the non-specialization of appraisers and the formalization of appraisal process. Employee performance evaluation is a professional management activity, which requires managers to have relevant professional knowledge and skills, especially the professional skills of developing performance management systems. Only by designing a scientific and reasonable evaluation procedure can the fairness and credibility of the evaluation results be guaranteed. The current performance evaluation model in China generally adopts the top-down evaluation model. There is no effective communication between the appraiser and the appraisee in this process, and the appraisee only passively accepts the one-way evaluation of the appraiser. This one-way evaluation model not only easily leads to misunderstanding and disagreement on the evaluation results, but also easily leads to injustice and corruption in the evaluation. Therefore, it is difficult for the evaluation procedure to be scientific, reasonable and standardized, and it is arbitrary, or even a mere formality. Finally, the performance management function is seriously lacking. Mainly manifested in: First, the feedback of performance results is insufficient. When feedback the evaluation results to employees, some enterprises only reflect the evaluation grade, some only reflect the comments of leaders, and do not consider the response of the evaluated person at all, and some even do not give feedback. Second, improper use of performance evaluation results. The evaluation results of enterprises have little connection with other management activities, and the related factors such as post change and treatment of employees are often outside the system, while the performance evaluation as an internal factor is submerged by other "hidden rules". Third, performance evaluation tools have not been fully utilized. Employee organizations can't use performance evaluation as an effective tool to find problems in civil servants' performance, can't make reasonable performance improvement plans for employees' lack of performance, and can't consider using performance evaluation tools to provide a basis for employees' career development. Therefore, how to establish a practical and reasonable performance evaluation system suitable for the characteristics of small and medium-sized enterprises is a difficult problem that must be solved in the salary management of small and medium-sized enterprises. 2, 4 Low Market Positioning There are two main theories about the positioning of salary management: "the theory of salary uniqueness" and "the theory of salary ineffectiveness". The "salary-only theory" holds that as long as the salary is high, first-class employees can be recruited, and employees will not leave their jobs easily because of the high salary. Raising salary is their killer weapon in dealing with personnel problems; The "ineffective compensation theory" holds that compensation is not important in attracting, retaining and motivating talents. As long as there is a good working environment, corporate culture and personal development opportunities, it doesn't matter if the salary is lower than other enterprises. Although these are two extreme theories, both have their merits. Due to the lack of an effective salary management system, the level of salary attraction has greatly declined. In recent years, the phenomenon of employee turnover in small and medium-sized enterprises is serious, and the high turnover rate of employees (especially college students in small and medium-sized enterprises) has become a major problem that puzzles managers of small and medium-sized enterprises. According to statistics, graduates from a university in Changchun are assigned to small and medium-sized enterprises, and the turnover rate is 50% in the first year and 80% in the second year; The turnover rate of college graduates assigned to small and medium-sized enterprises in Hangzhou in recent five years is as high as 77.6%; Among the college students recruited by an enterprise in Jilin, 73% lost in less than one year. An important reason for staff turnover is that small and medium-sized enterprises lack a good human resource management system and salary management is unattractive, which has hit the enthusiasm of employees to a certain extent, thus producing "centrifugal force". In fact, a considerable number of bosses and managers of small and medium-sized enterprises are aware of the importance of salary management for the development of small and medium-sized enterprises to a certain extent, and lack of understanding of the importance and positioning of salary management. "Rome wasn't built in a day", and the salary disease is accumulated by enterprises and involves the interests of all parties. It's easier said than done. In many companies, salary has become the bottleneck of human resources development, which seriously restricts the further development of the company. Fortunately, more and more enterprises have realized this problem and tried to carry out reform. Chapter three, the solution to the problems faced by small and medium-sized enterprises' salary management 3. 1 Introduce dynamic and competitive strategic orientation. . . . . .