In our country, the bosses of private companies are really an interesting group of people. They treat the company as their own little kingdom, and they themselves are the undisputed kings. From the early days of the founding of the People's Republic of China to the present, our wage system has been relatively fixed, but these figures have brought a storm and completely broken the peace of the past.
These bosses not only have a strong sense of ownership of the company, but also show a great deal of autonomy in the distribution of compensation. They adjust salaries based on their employees' performance, efficiency, and accountability,
Usually this approach is considered justified – after all, employees who perform well deserve to be rewarded more, don't they? But the problem is that this compensation system is arbitrary, determined by the mood and preferences of the boss rather than through an unbiased evaluation system.
Zhang San and Li Si may be doing the same job, but because Zhang San is more pleasing to his boss or excels in a certain project, his salary may be twice that of Li Si. This is not uncommon in the private sector, and salary details are often not discussed publicly, everything is densely packed.
Unfair pay distribution can lead to dissatisfaction and a sense of injustice among employees, and who can be at ease when they see others being treated more favorably because they are favored by their bosses? It's easy to overlook employees who are obscure but just as hardworking, and their contributions may be overlooked because they aren't visible enough.
What's worse is that such a compensation system is actually using money to manage people, rather than establishing an effective management system. Bosses use compensation as an incentive to try to manipulate employees' behaviors and attitudes.
In such an environment, employees may become more focused on pleasing their boss in order to get more paid, rather than focusing on their own professional growth or teamwork.
This kind of management with compensation as a lever is essentially a simplified and crude management. It ignores the true meaning of management – not just to supervise and motivate, but more importantly to develop employees, build team spirit, and promote the mutual growth of individuals and organizations.
Compensation should be based solely on performance and ignore other factors such as effort or team contribution; However, a comprehensive evaluation system should include a variety of factors and should not be based solely on performance.
Some employees feel the positive impact of the change, they feel the value and dignity of their work; Others may feel lost and unfair, and they are not being rewarded for their efforts.
The future salary distribution method may be related to the personal interests of employees, but also the embodiment of the justice and efficiency of the whole society. A fair remuneration system can improve employee satisfaction and promote social harmony and progress.