There are mainly three kinds of salary mechanism in the domestic workplace from the angle of whether it is open or not.
The first is the transparent salary mechanism implemented within the system (civil servants, career editors, state-owned enterprises).
The second is the secret salary system commonly used by foreign enterprises, private enterprises and private enterprises.
The secret salary system is an imported product. In the Western workplace, there is a culture of privacy, such as salary and age. Close salary system is more popular in foreign enterprises, which avoids the comparison between employees and affects work enthusiasm. In the domestic workplace, there is a cultural habit of asking each other about salary, age and position. Employees have a heavy mentality of competition, asking each other about their salaries, and resignation due to unfair salaries is also common.
Some pragmatic companies adopt semi-open and semi-confidential compensation mechanism. There are two main approaches. One is to implement the salary disclosure mechanism for piecework, sales, intermediary and other types of posts, and to form an incentive mechanism to compete and compete with each other. One is to make the post salary public and keep the performance salary confidential. The basic annual salary is about the same, but the year-end bonus is confidential.
Second, no matter what compensation mechanism is adopted, leaders should adhere to the principle of seeking truth from facts.
The salary of an employee depends on four factors, not on the personal preferences of the leader.
First, the market price of this position.
Market price is related to supply and demand and industry standards. For example, the market price of the financial industry is generally higher, and for example, the remuneration standards of Internet enterprises, because of the shortage of supply and demand, resulting in higher wages, volatility deviates from the post value.
Second, enterprises adopt compensation strategies in the industry.
Enterprises generally adopt three salary strategies. One is the leading strategy. The industry leader adopts benchmarking wage strategy, and the wage price is set at 75 cents. Second, follow-up strategy, industry second-olds and third-olds, often take follow-up strategy, wage prices closely follow benchmark enterprises. Third, arbitrary strategy, general small enterprises, according to the will of the boss to set salaries.
Third, the pricing of Posts and ranks.
Fourth, the ability, qualification, level, performance and workload of employees themselves.
Employees salary, in addition to post salary and post salary, there are floating performance salary. Management often has fewer fixed parts and more floating parts. For example, a Vice Presidents fixed base annual salary is 50,000, the year-end performance cash award is 250,000, and so on.
As a leader or boss, we must set a reasonable price for employees according to market rules and salary assessment criteria. The companys positive culture and core competitiveness can never be determined by the employers personal likes and dislikes.
Third, what should this little leader do?
One is that you are wrong or wrong, but dont apologize to employees.
As soon as you apologize, you will be honest with your employees about your unfair reality, make them look down upon you, make them chill, either passively idle or resign, there is no need to let these two bad outcomes happen.
In a word, your little leader should first admit his mistakes, explain to the old staff and appease the old staff. Secondly, we should learn lessons, improve the realm and pattern, and treat every employee fairly and reasonably. Thirdly, we should make a salary mechanism suitable for the companys operation and development, and build the core competitiveness of the company.