in Chinese ......................... I Abstract in English ....................... III 1.Introduction ..1 1.1 Research background ..............1 1.2 Purpose and Significance of the Research ..............1 1.2.1 Purpose of the Research ....1 1.2.2 Significance of the Research ............................2 1.3 Review of domestic and foreign research ...............3 1.3.1 Review of foreign research ..............................3 1.3.2 Review of domestic research ............................4 1.3.3 Brief review of research literature ....................5 1.4 The main methods and technical route ...................6 1.4.1 The main methods .............6 1.4.2 The main contents .............7 2.Related concept and the theoretical foundation ........8 2.1 The theoretical foundation ......8 2.1.1 Compensation management ..............................8 2.1.2 Salary management system ..............................8 2.2 Related concepts .....................9 2.2.1 Demand hierarchy theory ..9 2.2.2 Fair theory ...................... 10 2.2.3 Two-factor theory............ 10 2.2.4 Expectation theory .......... 11 2.3 Brief summery of this chapter .............................. 12 3.Analysis of YQ company's salary management system .......................... 13 3.1 YQ Company Profile ............ 13 3.1.1 YQ company introduction .............................. 13 3.1.2 YQ company's human resources situation ....... 13 3.2 YQ company salary system analysis .................... 14 3.2.1 YQ company's salary management system and distribution principle ........................... 14 3.2.2 YQ company salary management status.......... 15 3.3 Brief summery of this chapter .............................. 19 4.Problems in YQ's salary management system ......... 20 4.1 Compensation setup lacks incentives ................... 20 4.1.1 Salary setting is rigid ...... 20 4.1.2 Large salary changes ....... 20 ???????????????? IV 4.2 Lack of flexibility in the compensation structure . 21 4.2.1 Inflexible bonus allocation ............................. 21 4.2.2 Single award setting form is single ................. 22 4.3 Lack of scientific performance appraisal system .. 23 4.3.1 Performance appraisal is difficult to reflect fairness ...................... 23 4.3.2 Unreasonable performance appraisal standards ............................. 24 4.4 Inadequate compensation system ......................... 24 4.4.1 The salary system is unreasonable .................. 25 4.4.2 Professional and technical value is difficult to reflect ................... 25 4.5 Brief summery of this chapter .............................. 26 5 .Optimization Analysis of YQ Company's Salary Management System 27 5.1 The overall thinking of YQ company's compensation system optimization ........................ 27 5.2 Principles and objectives of YQ's compensation system optimization . 27 5.2.1 The optimization principle of YQ company's compensation system ............................. 27 5.2.2 YQ company's salary system optimization goal ............................. 28 5.3 Optimization of YQ's compensation management system.................... 29 5.3.1 Optimization of management personnel compensation management ............................. 29 5.3.2 Optimization of salary management for professional and technical personnel .............. 29 5.3.3 Optimization of production staff compensation management ......... 30 5.4Brief summery of this chapter 30 6.Optimization Countermeasures of YQ Company's Salary Management System ................. 31 6.1 Improve the salary level of grassroots employees 31 6.1.1 Strengthen training for grassroots employees . 31 6.1.2 Stabilizing the salary level of grassroots employees ...................... 31 6.2 Reasonable optimization of salary structure ......... 31 6.2.1 Increase flexibility in bonus distribution ........ 31 6.2.2 Rich set of single awards 32 6.3 Establish a scientific performance appraisal system ............................ 33 6.3.1 Highlight the fairness of performance appraisal ............................ 33 6.3.2 Establish a reasonable performance appraisal standard and exit mechanism ................. 34 6.4 Improve the compensation system ....................... 34 6.4.1 Well-designed compensation system .............. 35 6.4.2 Improve the treatment of professional and technical personnel ...... 35 6.5 Brief summery of this chapter .............................. 35 7.Conclusions . 37 Acknowledgment ........................... 38 References ...... 39 ? ? I ????? ?????????????????????????????????????? ???????YQ???????????????????????????YQ?? ????????????????????????????????????????? ???????????????????????????????????????? ????????????????YQ?????????????????????? ?????????????????????YQ????????????????YQ ????????????????????????????????????????? ???????????????????????????????????????? ??????????????????????????????????????YQ ?????????????????????????????YQ????????? ????? ??YQ??????????????????????YQ?????????? ???????????????????????????????????????? ??YQ???????????????????????????????????? ???????????????????????????????????????? ???????????????????????????????????????? ???????????????????????????????????????? ???????????????????????????????????????? ????????????????????????????????????????? ???????????????????????????????????????? ?????????????????????????? ? ???: ???????????????????? ? Abstract III Research on Optimization of YQ Salary Management System? Abstract Coal is an important energy product in China and one of the basic industries in the industry. It plays an important role in social and economic development. Studying YQ's compensation management will also have a huge impact on the overall performance of coal enterprises. In order to improve the satisfaction of YQ employees on salary and propose a targeted salary management optimization design for YQ company, this paper uses the literature method, field investigation method and case analysis method to pay the salary based on the existing research at home and abroad. The concept of management and compensation system is defined. The theory of demand hierarchy, fairness theory, two-factor theory and expectation theory are used to analyze YQ's salary management system and distribution principle, salary level, salary structure, salary system and salary system. Based on the analysis of the current situation of YQ's salary management, this paper analyzes the problems of YQ in terms of salary level, salary structure, performance appraisal and salary system. These issues include: low salary level of grassroots employees and salary changes of grassroots employees. Larger, lack of flexibility in bonus distribution, single-form award form, performance evaluation is difficult to reflect fairness, performance evaluation criteria are unreasonable, salary system is unreasonable, and professional and technical value is difficult to reflect. This paper analyzes the optimization path of YQ's salary management system from the aspects of YQ company's compensation system optimization overall thinking, principles, objectives and contents. According to the status quo of YQ's salary management, the problems arising from salary management, the principle of optimizing YQ's salary management, the overall thinking and the goal of optimization, YQ is proposed from four aspects: salary level, salary structure, performance appraisal and salary system. The optimization strategies of the company's compensation management system mainly include: strengthening the training of grassroots employees, stabilizing the salary level of grassroots employees, improving the flexibility of bonus distribution, enriching the setting form of individual awards, highlighting the fairness of performance appraisal, and establishing Reasonable performance appraisal standards and exit mechanisms, well-designed remuneration systems, and improved treatment of profes