How to improve hotel employees' satisfaction with salary

First, the reasons for employees' dissatisfaction with salary As a salary manager, employees often hear complaints about salary. Dissatisfaction may be manifested in many aspects, but from the results, it can be summarized as the deviation between employees' expectations and reality, which makes employees feel unfair and leads to a decline in salary satisfaction. Through investigation and analysis, the main reasons for employees' dissatisfaction with salary are: 1. The lack of internal fairness in salary is the main reason for reducing employees' salary satisfaction. According to Adams' theory of fairness, employees pay more attention to internal relative fairness than external fairness. Employees not only care about the salary they get from their work, but also care about the comparison with others' salary. They will compare their input and gain with others to judge whether the salary is fair and reasonable. When employees feel unfair to themselves, their satisfaction will decline. However, the key to the relationship between salary and satisfaction is not the actual income of employees, but the sense of fairness. In actual comparison, employees often overestimate and exaggerate their own efforts, underestimate the efforts of others, and affect their rational judgment. Therefore, fairness is the subjective feeling of employees. 2. Employees whose salaries are uncompetitive will compare their salary levels with employees in the same industry, region and position. If the salary level is lower than the average salary level in the external market, employees' dissatisfaction will arise. 3. Personal fairness is not reflected enough. Even employees in the same position have different skills, work ability and value created for the company. Therefore, when employees think that their salary level does not match their performance, "it is the same to do more or less, and it is the same to do good or bad", which will also lead to dissatisfaction with the salary system. Of course, there are other reasons why employees are dissatisfied with salary. For example, employees think that wages should rise in step with the benefits of enterprises. When the enterprise's performance is good and the salary increase is far less than the benefit increase, it will cause general dissatisfaction among employees; There are also salary distribution procedures and methods, which will reduce employees' salary satisfaction. Second, salary is a very effective incentive tool. An effective salary system should be competitive externally, fair internally, motivate employees, be open, fair and just, fully mobilize employees' willingness to work, make employees' efforts conform to the development direction of enterprises, and realize the * * * growth of employees and enterprises. At present, more and more managers are concerned about how to improve employees' satisfaction with salary. Fairness is the core of salary satisfaction. To improve salary satisfaction, the ultimate problem to be solved is fairness, but it is not a simple matter. It needs to cooperate with other systems of the enterprise by various means. 1. Understand employees' expectation of salary through salary satisfaction survey. Enterprises can conduct salary satisfaction surveys on a regular basis, and understand employees' views and opinions on salary and welfare level, salary structure, salary determinants, salary adjustment and payment methods through internal surveys, understand employees' evaluation and expectations on enterprise salary management, and understand what employees are most concerned about, so as to be targeted when designing or adjusting the salary system. 2. Determine the salary level of enterprises through salary market survey. Salary market survey is an effective means to solve the external unfairness of wages. Through external investigation, we can understand the market salary level and dynamics, especially the salary level of other enterprises in the same industry, so as to check and analyze the rationality of the salary level of each position in this enterprise and determine the position and competitiveness of salary in the market. Generally speaking, the salary level of enterprises should be higher than the market average to be competitive. Setting the salary level in line with the market level will help the company attract and retain the outstanding talents needed by the enterprise. Of course, when determining the salary level of an enterprise, we should also comprehensively consider the strategic positioning and development stage of the company, whether to choose the salary level leading strategy or the market following strategy, and whether to treat different levels and types of employees differently (the top level is higher than the market average, and the grassroots level is lower than the market average). In addition, when determining the salary level of an enterprise, it is necessary to make an in-depth analysis of the enterprise's ability to pay, that is, to consider whether the increase in enterprise benefits brought by raising the salary level is greater than the cost expenditure, and to find the best fit point between enterprise profits and salary distribution. This is a realistic problem that enterprises must consider. Paying competitive salary means an increase in the absolute value of labor cost, but it is worthwhile if its incentive can greatly improve the work efficiency of employees and reduce the relative labor cost. 3. Evaluate the relative value of work through job evaluation. Job evaluation is to evaluate the responsibilities, difficulty and skill requirements of the posts set up by enterprises in a scientific way, evaluate the relative value of each post, divide the post grades according to the relative value and contribution to the enterprise, and determine the relative wage rate and wage grade between each post. In order to ensure that the salary system accurately reflects the difference in salary levels between posts, enterprises should have a set of standardized, reasonable and fair post evaluation systems and procedures, and fairly reflect the relative value between posts through strict and scientific post evaluation, thus solving the problem of fairness among employees. 4. Reasonably design the salary structure, by adopting diversified (multi-track) salary system, that is, different types of employees adopt different salary systems, such as the annual salary system of senior managers, to ensure the horizontal fairness among all types of employees in the enterprise; Managers can adopt post salary system; Technicians can adopt the skill salary system-according to how many skills employees have mastered and how many kinds of work they can do to determine the salary level; Sales staff can adopt the performance commission system; Production personnel can adopt the hourly or piecework wage system. The salary levels of each salary system can overlap, which can not only prevent employees from blindly comparing horizontally, but also let employees see the room for salary improvement. In addition, a wider salary range can be set, and the upper and lower grades overlap to some extent, so that the salary system will have a greater incentive effect. 5. Establish a perfect performance appraisal system to ensure that the evaluation of fair positions in salary is the relative value of each position, not the appropriate position; Performance appraisal is aimed at the performance of employees, not at people. Establish a scientific and perfect performance appraisal system, objectively evaluate the actual contribution of employees, and link the appraisal performance with income, so that the income of high-performance employees can be increased and affirmed and encouraged; The income reduction, punishment and encouragement of poor performance are conducive to improving employees' sense of justice and satisfaction with salary, and further solving the problems of internal fairness and personal fairness. Performance appraisal is an important link to realize internal fairness of salary. A fair, open and just assessment system will undoubtedly greatly enhance the incentive effect of salary. However, performance appraisal is a double-edged sword. If it is not used well, it will be counterproductive and will reduce employee satisfaction. Therefore, the evaluation must be based on facts, two-way communication and timely feedback. 6. Improving the regularity of salary satisfaction and bonus distribution through unexpected income will greatly reduce the stimulation and incentive effect of salary. Therefore, through "performance pay", employees' wages fluctuate greatly, or the bonus paid at the end of the year is divided into several parts and distributed several times, which can receive good results. In addition, occasionally adding some special small welfare items, the amount is not large, will also bring surprises to employees. Iii. Some suggestions on salary management 1. Corporate culture and salary any system design can not be separated from corporate cultural orientation. What enterprises pay attention to and what their values are will be highlighted in performance appraisal, job evaluation and other systems, and the salary system is no exception. If the corporate culture advocates harmony, equality and conservatism, then the salary will focus on protection, and the gap will not be big; If the corporate culture advocates performance, innovation and radicalism, the salary will focus on incentives and widen the gap in an all-round way. Similarly, the problem of pay equity can be solved not only by institutionalized management, the fairness of managers and various evaluation tools, but also by the support of corporate culture and ideas. Enterprises must publicize the honest and fair corporate culture, clarify the fair standards of enterprises, tell employees what is advocated and encouraged by enterprises and what is not allowed by enterprises, tell employees which key positions the salary of enterprises will tilt to, and convey the most important information to employees: salary is earned through their own efforts, and salary depends on how much value they have created for enterprises, thus weakening employees' subjective sense of injustice. In addition, an open corporate culture helps managers and employees to establish smooth communication channels, let employees participate in enterprise construction and management, and promote mutual trust between them. Communication, participation and trust will significantly affect employees' views on salary management, thus improving employees' satisfaction with salary management. 2. Satisfy both employees and bosses. As an employee, I always hope that the more salary, the better. However, enterprises aim at profit, and labor costs are rigid costs. If they go up, they can't come down. As a boss, I naturally don't want labor costs to rise. This is an eternal contradiction. So it is difficult to determine a salary scheme that all employees and bosses are very satisfied with. In other words, any salary system can not make employees absolutely satisfied, but can only reduce their relative dissatisfaction. Therefore, when determining the salary level of enterprises, it is necessary to conduct reasonable accounting and maintain a reasonable degree. Of course, the best result of compromise between the two sides is that employees get higher salary levels and enterprises get higher profits, that is, the absolute value of labor costs rises, while the relative value of labor costs falls. In a sense, enterprises can never solve the absolute satisfaction of employees, so we must first ensure the satisfaction of those employees who have made high contributions to the enterprise, so we should make good use of money and use the limited money more reasonably. The salary level of key positions is higher than the market level, while the salary level of ordinary positions can be lower, which can retain and motivate those outstanding talents that enterprises need very much. 3. Whether the disclosure and confidentiality of salary is open or confidential has always been a matter of different opinions. Open salary and transparent management show the fair will of enterprises and their trust in employees. Salary management can be continuously optimized and improved through employees' feedback, but employees often feel unfair in comparison. Pay secrecy can effectively prevent employees from comparing with each other and reduce the feeling of internal unfairness, but it can't eliminate mutual suspicion and make employees feel fair and satisfied. Whether it is open or confidential, the focus is on the fairness and justice of salary distribution. Pay equity can be divided into result equity (that is, the fairness of income quantity) and process equity (that is, the fairness in the process of determining the income quantity of each employee, including salary system, assessment system and procedures, etc. ). Fairness is the foundation of the salary system. When designing the salary system, managers will try their best to ensure its fairness, but in fact there is no absolute fairness in salary distribution. Even if it is absolutely fair, employees' feelings in the comparison process are not necessarily fair. Therefore, for enterprises, we can adopt a partially open way, that is, the process is open and the results are confidential. The confidentiality of the results can avoid the comparison between employees. The disclosure of the process is also the disclosure of the salary policy structure, assessment methods and processes, and salary calculation methods. Managers use this openness to show employees the full fairness of salary policies and systems, which can improve employees' sense of identity with salary fairness. Only when employees think that the salary system is fair can they be recognized and satisfied with the final salary result. Salary is an important tool of human resource management and the most important factor to motivate employees. Improving salary satisfaction is very important for enterprises. Only by paying attention to the needs and expectations of employees, constantly optimizing and adjusting the salary strategy, and improving the incentive function of salary through the supplement and promotion of other systems can enterprises better attract and retain the talents they need and make them invincible in the fierce market competition.