MBA教育中心知识库

With the acceleration of economic globalization, China's small and medium-sized enterprises in China have also developed rapidly and have become an important pillar of the private economy, and their contribution to China's economic growth has become increasingly prominent. However, in the current intensified market competition, small and medium-sized enterprises are facing unprecedented business pressure and challenges. Therefore, how to improve competitiveness, stabilize and enhance market position in such a context has become a key issue that needs to be urgently addressed in the management of small and medium-sized enterprises. In this process, the importance of talent has become increasingly prominent, becoming the core of enterprise competitiveness. With the continuous expansion of the scale and business upgrading, the demand for talent is becoming increasingly strong, and the importance of the salary system as a key means of attracting and retaining talent is self-evident. Designing a scientific and reasonable salary system can not only meet the material needs of employees, but also stimulate their enthusiasm and creativity, improve their work motivation and efficiency, thereby promoting the overall performance of the enterprise and ensuring its sustainable and healthy development.

This paper takes the exploration of the problems faced by the compensation management system of SMEs in China as its direction, with WL Company as the case study object. First, it describes the current implementation status of WL Company's compensation system in detail, including compensation strategy, compensation structure, compensation level, and compensation adjustment mechanism. Second, the paper uses interview research and questionnaire survey methods to analyze the existing problems in the implementation of WL Company's compensation system, such as inappropriate compensation strategy, unreasonable compensation structure design, low industry competitiveness in compensation levels, and unscientific compensation adjustment mechanisms. The reasons for these problems include outdated compensation management concepts, lack of job evaluation standards, insufficient internal and external compensation surveys, and a lack of employee incentive mechanisms. Third, based on the principles of strategic orientation, fairness, economy, and motivation, the paper optimizes and designs WL Company's compensation system using equity theory, Maslow's hierarchy of needs, two-factor theory, and broadband compensation theory, to improve the competitiveness of the company's employee compensation, implement a broadband compensation structure, and establish a systematic compensation adjustment mechanism. Finally,WL Company strengthens the promotion of the compensation system, holds meetings to communicate the implementation of compensation, establishes a compensation management committee, sets up a compensation team, builds a communication mechanism, updates and improves other compensation management systems, shapes a positive compensation management culture, cultivates a benign competitive compensation adjustment culture, and establishes a people-oriented compensation care culture to ensure the smooth implementation of the compensation system plan.It is hoped that the proposals presented in the thesis can help WL Company's further growth.