Salary management is a dynamic management process to determine, allocate and adjust the principle, strategy, level, structure and composition of employee salary under the guidance of organizational development strategy. Salary management should serve the goal of salary management, which is based on human resource strategy, and human resource strategy is subordinate to enterprise development strategy. Salary management includes salary system design and daily salary management. Salary management in enterprise human resource management is often a headache for enterprise human resource managers and even bosses. The effective management of enterprise salary is related to a series of problems such as the reasonable control of labor costs, the overall satisfaction of employees and the fairness of internal management. Externally, it is related to improving the position of enterprises in the market and attracting more outstanding talents. So, how to establish a salary system that satisfies employees? This paper introduces a brand-new salary concept proposed by Dr. John Troppmann of the University of Michigan in recent years: self-service overall salary system. This is an employee-oriented salary system, which is different from the traditional enterprise-oriented salary system. I hope this scheme can bring new vitality to enterprises and motivate employees. First, the concept followed by the self-service overall compensation system. In order to thank the employees for their hard work over the past year, the senior leaders of a company specially prepared a welfare: give each employee a briefcase. Company executives thought employees would like this gift, but they received many complaints. A senior manager said: "You don't need a briefcase when you go to work, you can only stay at home." In particular, most female employees are more opposed to using the same bag. "That's too impersonal," Ms. Wang said. "If only I could have a water heater, I just need it." Faced with this situation, the company management was lost in thought. The crux of this situation is that the company's welfare projects are out of touch with the needs of employees. The company didn't pay attention to the diversity and hierarchy of employees' needs, ignored the direct needs of employees, and tried to adapt one item to the needs of many employees. This is the reason for the failure of this welfare. It can be seen that the food that the boss thinks may not adapt to the tastes of employees. The old wage system failed in many cases. A high salary may not keep the talents you want, and economic incentives are no longer the only means. At this time, it is time to consider designing employees' salary in another way. The so-called self-service overall salary system refers to the establishment of different salary combination systems for each employee on the basis of the participation of all employees, and the corresponding adjustments are made regularly according to the changes of employees' interests and needs. This is a self-service salary system, and each employee can decide his own salary combination and the proportion of various salaries in the combination according to the coordination ratio between work and personal life. Therefore, the self-service overall salary system mainly conveys the following salary concepts: 1. Overall concept: The self-service overall salary system overcomes the shortcomings of the previous salary system, injects more salary elements and emphasizes the integrity of salary. 2. Personalized concept: Self-service overall salary pays attention to the individual needs of employees, and employees can design their own salary system according to their actual interests and needs. 3. Customer-centered business philosophy: Customers here refer not only to external customers, but also to internal customers, and internal customers refer to employees. The importance of internal staff can be illustrated by the tool of service profit chain in marketing. As can be seen from the service profit chain in the above figure, the service quality within the enterprise is influenced by the profit and growth potential of the enterprise, while the profit growth of the enterprise comes from loyal customers, customer loyalty comes from customer satisfaction, and customer satisfaction is influenced by the perceived service value. Service value is created by those satisfied employees, and employee satisfaction comes from the service quality within the enterprise (such as employee salary, employee development, working environment, work design, authorization, etc.). ), so the service profit chain is an interlocking chain. From the analysis of service profit chain, it is not difficult to see that employees in enterprises are of great significance to realize the financial goal of maximizing enterprise value. Therefore, the "customer-centered" business philosophy is an important salary concept of the self-service overall salary system. Second, the content of the self-service overall compensation system The self-service overall compensation system is very flexible. Employees can adjust and combine according to their personal needs within the given framework of the enterprise, establish their own salary system, and make corresponding changes according to their hobbies and needs. It is suitable for all employees of enterprises, expands the scope of traditional salary groups, and combines the two together, so that employees can enjoy the unprecedented pleasure brought by personalized salary system. First, internal wages. Intrinsic compensation refers to various reward values provided to employees that cannot be expressed in quantitative currency. Compared with external salary, it is based on the salary of the task itself, such as sense of accomplishment, attention, influence, personal growth, valuable contribution to work and so on. In fact, for knowledge-based employees, internal compensation has a considerable relationship with employees' job satisfaction. Therefore, enterprise organizations can make employees get the greatest satisfaction from the work itself through reasonable internal compensation. 1. Personal promotion and development opportunities. Becoming famous is everyone's dream, and promotion has always been one of the motivations for employees to work. However, with the flattening of organizational structure, the internal promotion route of group banks is getting shorter and shorter, and there are fewer and fewer senior positions, so the opportunities for employees to be promoted are correspondingly reduced. So how can we keep these employees? At present, employees accept the internal rotation system, not the ladder promotion, but the lateral transfer within the enterprise. Different work experiences can accumulate rich experience for employees. In addition, enterprises can also design personalized education and training plans for employees according to their individual needs. Employees have paid more attention to the training opportunities provided by enterprises than to the students. 2. Quality of life. In the traditional salary system, the quality of life is a small problem. Maintaining a harmonious balance between work and life is an urgent requirement of current employees, especially the younger generation. Many enterprises only consider their own business situation, ignoring their employees' family life, making their employees overworked (especially women, who have just come home from work in the company and have to devote themselves to housework immediately, and housework has become their second job). In the long run, this is not conducive to employee motivation and enterprise development. Injecting this factor into the self-service overall salary system requires enterprises to attach importance to the quality of life of employees, increase the flexibility of employees' work and facilitate their lives. Effective time management through communication between employers and employees; It is entirely possible to improve the quality of life of employees without reducing the productivity of enterprises. -3. Psychological income. For psychological income, if the enterprise interacts with employees properly, it will be a "win-win" minister. Employees should tell the enterprise what kind of work and environment they need, and the enterprise will design the work according to the actual situation, create a suitable management environment, let employees work happily and hard in their posts, make their own ideal achievements, bring psychological satisfaction, and the enterprise will obtain higher productivity accordingly. Second, external compensation. External motivation and internal motivation have different functions. The two complement each other and are indispensable. In the past, under the planned economy system, we only emphasized the role of spirit, and "cooked rice from a big pot" in material rewards, which hurt the enthusiasm of employees. Under the condition of market economy, we often ignore spiritual encouragement. Everything wants to solve the problem with money, and the bonus will be deducted at will, which will also hurt the enthusiasm of employees. 1. guaranteed salary-basic salary. Basic salary is a part of employees' basic living security. The traditional view is that this part of the expenditure belongs to labor costs, but now we regard it not only as a cost, but also as a real investment. 2. Incentive salary-bonus. Bonus is a one-time payment of wages, which is the income obtained after employees reach a certain performance level or create a certain profit. It can be distributed in the form of cash or in the form of property rights. Top managers also have stock options. Enterprises hope that through this part of the salary, the interests of the overwhelming majority of workers and enterprises will be combined, and the performance of employees will be combined with the performance of enterprises, so that employees can play a greater potential. 3. Flexible salary-self-help benefits. The most basic characteristics of self-help welfare are: personalization and selectivity. Employees have the right to combine their own welfare plans according to their own wishes within the specified time and cash range, and the benefits they enjoy will change with the changes of their lives. First of all, self-help welfare projects meet the needs of talents well. In the United States, leading companies, such as Oracle Bone Inscriptions, Boeing and Wandipu, use intranets and self-help call centers to let employees manage and choose their own welfare plans. On the one hand, it can greatly reduce the complicated task of designing enterprise 3 welfare scheme, on the other hand, it can let employees choose more personalized welfare scheme themselves. For example, some employees can give up medical insurance because his lover's medical insurance has included him, and he can use this welfare salary to offset the cost of buying auto insurance. Therefore, self-help welfare can effectively improve employee satisfaction and enhance employee loyalty. Secondly, self-help benefits are flexible. In Shanghai Bell Company, their welfare policy always changes with the change of talent market and employee demand. The average age of employees in the company is 28 years old, and the third class is the year of marriage. Buying a house is the primary consideration in their life. Shanghai Bell launched a worry-free housing loan to help employees buy houses at high prices. In addition, if the employee has worked for a specified number of years, the loan can be repaid in half. Thirdly, the way of self-help welfare is constantly innovating. In addition to allowing employees to participate in their own welfare design, they can also launch a "welfare portfolio" according to employees' welfare needs. These include health consultation, psychological consultation, fitness exercise, special insurance, shopping cards and travel abroad, and employees can choose freely according to the amount they have. 4. Additional salary-extra allowance. Extra allowance refers to the special preferential treatment that some people have the right to accept because they work in some special enterprises or hold special positions in enterprises. This is a kind of income whose value is equivalent to cash, so it is favored by employees. For example, the discounts that can be enjoyed when buying our products; You can take your lover to travel organized by the company and so on. Although this part of the salary is vague, it has a good effect on improving employee loyalty. Iii. Evaluation of Self-service Overall Compensation System Self-service Overall Compensation System is an employee-oriented compensation system, which conforms to the customer-oriented management concept of modern enterprises and is a major change to the traditional enterprise-oriented compensation concept. It integrates many factors in compensation schemes. Behind this salary system, there is a salary concept, that is, salary must be based on performance, and the balance between input and return can be appropriately adjusted. The biggest advantage of the self-service overall compensation system is that it contains non-cash compensation components that many employees value. This ingredient can motivate employees like cash, and at the same time let employees and enterprises know more about dissatisfied elements and salary costs. Most importantly, it gives employees more choices and tailor their salary plans. After understanding the self-service overall salary system, we China enterprises should also realize the rationality of employees' personal needs, instead of sacrificing the satisfaction of employees' personal needs for the development of enterprises. We should realize the importance of recognizing, guiding and respecting employees' personal needs to play an incentive role in the salary system and realize that private needs are reasonable.