What Factors Influence Teacher Salary?
Performance salary is divided into general performance salary and narrow performance salary. General performance salary is also called performance salary increase, Merit pay or evaluation-related salary.
Performance pay
- Its basic characteristics are the
- The basic principle of performance pay design is to promote organizational performance by motivating individuals to improve performance. That is, the performance salary is used to convey the information of the company's performance expectations, to stimulate all employees in the company to achieve its purpose; to make the company pay more attention to results or unique culture and values; to promote high-performance employees to obtain high expected pay; to ensure pay Because of employees
- 1. Assess the achievement of the performance targets of the department and employees to provide a basis for verifying the actual salary.
- 2. Summarize the work during the previous assessment period, and provide guidance and assistance for performance improvement and personal development in the next period.
- 3. Provide important basis for the company's overall and partial salary adjustment, annual employee grade evaluation, post adjustment, and qualification evaluation.
- 4. Improve the skills and performance of the workforce, optimize the structure of personnel, and maintain the company
- goal achieved
- Performance appraisal is essentially a process management, not just an assessment of results. It is a long-term
- According to the company's actual situation and company's development needs, the company's performance salary distribution can be distributed in the following ways:
- I: Appraisal and distribution of only employees' established performance wages
- If the company is unable to verify the total monthly payable performance pay based on operating efficiency or other scientific methods, but the employee already has a set performance pay quota (the default is valid and reasonable), this plan can only assess the quota, that is:
- Monthly actual performance salary of employees = established performance salary of employees × employee evaluation coefficient
- In this scheme, the employee's performance salary is neither linked to the company's effectiveness nor related to the department's performance. It only depends on his own assessment coefficient. Unless his assessment score is more than 100 points, it is difficult to get the performance salary In full.
- II: Consider linking with the company's total operating benefits on the basis of plan one
- Assuming that the company can verify the company's total monthly distributable performance salary in accordance with the company's operating benefits or other scientific methods, based on the above plan 1, the employee's performance salary can be linked to the company's total operating efficiency. The distribution method is as follows :
- Monthly actual performance salary of employees = established performance salary quota of employees × employee assessment coefficient × company efficiency coefficient
- Among them, the company's efficiency coefficient = the company's total distributable performance wages per month ÷ the company's established performance wages
- Total company performance payroll = (employee performance payroll quota)
- In this scheme, although the employee's performance salary is related to the company's effectiveness and personal performance, it is still related to department performance. In the case that it is temporarily impossible to budget and calculate in this way, the total monthly performance salary can be directly approved by the company leader according to the company's monthly goals and benefits.
- Three: Based on option two, consider linking with department performance
- If employee performance wages are to be linked to departmental performance, performance wages must first be allocated between departments based on departmental assessment results, and then redistributed within the department based on employee assessments.
- (I) Departmental performance salary distribution (one-time distribution)
- Total monthly performance wages of the department = Total monthly performance wages that can be allocated by the company / [ (department weighted value × departmental monthly evaluation coefficient)] × weighted value of a department × monthly evaluation coefficient of the department + monthly award and punishment of the department
- (II) Distribution of employee performance wages (secondary distribution)
- Monthly actual performance wages of employees = Total monthly performance wages that can be allocated by the department / [ (Employee post value coefficient × Number of employees in this position × Employee monthly evaluation coefficient)] × A post value coefficient × Employee monthly evaluation coefficient + A certain employee monthly Reward and penalty amount
- In this solution, considering the different job values of different departments and different positions, department weighted value coefficients and employee post value coefficients need to be used. among them,
- Department Weighted Value Coefficient = (post value coefficient of employees in this department × number of employees in this position)
- The post value coefficient needs to be generated through post evaluation, and post evaluation is one of the core basic tasks in the design of the salary system (the salary system needs to be graded based on the post value coefficient), which does not belong to the scope of the assessment system. Before special evaluation, the post value coefficient = employee wages per capita wage can be used for calculation. If the company believes that the existing employees' salary quota and the value coefficient calculated based on this are unreasonable, it needs to be solved by redesigning the salary.
- In this scheme, the company allocates performance pay to departments first, and then to employees. Compared with the previous scheme, the employee's performance salary is not only related to the company's total operating efficiency and the employee's own assessment coefficient, but also related to the department's performance, and the magnitude is much larger. And the total performance salary is completely controllable, and can automatically transfer the performance salary of the employee with poor performance directly to the employee with good performance, and the employee's performance salary cannot be clearly predicted.
- Four: Based on plan three, consider the separate evaluation and performance pay of department managers and employees
- Generally, department managers distribute bonuses with employees, which can easily lead to difficulties for department managers when evaluating employees and handling personal interests. Then, putting the assessment and allocation of department managers at the company level and separating them from the assessment and allocation of employees can separate the interests of department managers from the interests of employees, which is conducive to the objective and fairness of department managers, and allows them to manage, evaluate and evaluate Employee.
- In this scheme, the company needs to allocate a certain percentage (a%) of the total monthly payable performance pay as the department manager's pay for performance. Another (100-a)% is allocated among employees.
- (I) Performance manager salary distribution (a%)
- The monthly performance salary of a manager = the total monthly performance salary that can be allocated by a department manager / [ (value coefficient of each manager's post × monthly evaluation coefficient of each manager)] × the value factor of the manager's position × the monthly evaluation factor of the manager + the monthly reward and penalty amount of a manager
- Among them, the total monthly performance payable by the department manager = the total monthly performance payable by the company × a%
- a% = (Department manager post value coefficient) ÷ (All manager and employee post value coefficients)
- (II) Employee performance salary distribution (100-a)%
- According to the actual situation that there are few employees in the company's individual departments, and the departmental performance may be mainly completed by the department manager, the performance salary distribution of employees in this scheme has considered two options: primary distribution and secondary distribution.
- (1) One, one-time allocation, applicable.
- One assignment requires the company to conduct a unified evaluation and assessment of all employees, otherwise the assessment coefficients are not comparable.
- Monthly performance salary of employees = Total monthly performance salary that can be allocated by employees / [ (Employee post value coefficient × Number of employees in this position × Employee's monthly evaluation coefficient)] × A post value coefficient × Employee's monthly evaluation coefficient + A certain employee's monthly reward and punishment Amount
- If the employee's assessment is handed over by the department manager, it must be redistributed according to the third method. If the allocation is still made only once, it can only be performed on the theoretical value of performance wages as in the second scheme.
- Monthly performance salary of employees = Total monthly performance salary that can be allocated by employees / [ (Employee post value coefficient × Number of employees in this post)] × A post value coefficient × Employee's monthly assessment coefficient + A certain employee's monthly reward and punishment amount
- In this scheme, employee performance wages mainly depend on the company's total operating efficiency and employees' own evaluation coefficients, and department performance (which is entirely responsible for the department manager) is irrelevant. The former can automatically transfer the performance wages of employees with poor performance directly to those who perform well. The performance wages of employees cannot be clearly predicted, and the range is large. The latter's performance salary fluctuates in a predictable theoretical value, and the range is also small.
- In addition, the total wages in this scheme are not completely controllable, and there may be small fluctuations. If there are more employees with an evaluation coefficient than 1 and less than 1, there will be overspending, otherwise savings will occur. A wage adjustment program is needed, where the overspend is spent, and where is the total unallocated performance salary saved?
- (1) Second, secondary distribution, the department will be available in the future
- See option three. Compared with the third option, the only difference is that the performance salary of the department manager is excluded.
- The meaning of performance pay is:
- The implementation of performance pay requires certain conditions, including:
- (1) The salary range is large enough to spread the distance between each grade;
- (2)
- 30 years ago when we were still using
- 1. Proportional allocation of performance pay
- Performance wages have different allocation standards in different departments or positions at different levels. Because there are many types of performance wages, here we use one of them-
Basic issues of performance pay
- Wen Yueran, director of the Human Resources Department of Renmin University of China, and Wang Yukai, a professor at the National School of Administration, and other well-known experts answered 12 basic questions in the reform of performance wages in public institutions, which is helpful for everyone to understand and further promote the reform of public institutions.
- 1. What is a public institution?
- Answer: Institutions refer to social service organizations that are organized by state agencies or other organizations using state-owned assets for the purpose of social welfare, and are engaged in education, science and technology, culture, health and other activities. (Interim Regulations on Registration and Management of Public Institutions, Decree Nos. 252 and 411 of the State Council) Public institutions generally accept the leadership of the state administrative organs. Most of them are funded by the state. Established by an enterprise group. Compared with enterprises, public institutions have the following characteristics: one is not for profit; the other is that the funds allocated by the fiscal and other units do not mainly return on the acquisition of economic benefits.
- 2. What are the domestic institutions? How many employees work in public institutions?
- Answer: According to preliminary statistics from relevant experts, the number of institutions in China is close to 1.3 million, and there are about 40 million employees involved in various fields and industries such as health care, public education, cultural communication, welfare institutions, and sports.
- Public institutions are responsible for the most basic public services in society, involving all aspects of people's social life. The quality and efficiency of public services provided by public institutions play a decisive role in the structure and level of a country's social governance, public satisfaction and trust in the government, people's happiness, and social stability and harmony.
- 3. What is performance pay?
- Answer: Also known as performance salary increase, reward salary, or evaluation-related salary, it is mainly based on the job position where the employee was hired. The job level is determined according to the technical content of the job, the size of the responsibility, the intensity of labor, and the environment. Benefits and the price of labor determine the total amount of wages, and pay labor remuneration based on the labor results of employees. It is a wage system that is closely integrated with the labor system, personnel system and wage system.
- 4. How to determine performance salary?
- Answer: At present, there is no effective performance evaluation method that has reached consensus among all parties. This is also the focus and difficulty of performance wage reform.
- Experts generally believe that, first of all, the performance evaluation method of public institutions cannot be transformed into a simple form of "work credit". It must fully reflect fairness and justice. While regulating the salary and allowance system of public institutions, it must gradually form a reasonable performance wage level determination mechanism. 2. A sound distribution incentive mechanism and a sound distribution macro-control mechanism. Second, performance management should pay more attention to the internal enthusiasm of employees, so that they have a genuine love for the unit, a protagonist feel from the heart, have sufficient energy, and have a high sense of responsibility. Third, the performance-wage reform should standardize the use of funds by public institutions, making them more focused on "improving the level of public service."
- 5. What is the difference between "performance wages" and the so-called "piece-rate wages" and "hourly wages"?
- Answer: "Piece-rate wages" and "Hourly wages" originated in the United States in the 1920s and 1930s. The main advocate was Taylor. Piece-rate wages are calculated based on the number of qualified products and a predetermined piece-rate unit. It does not use labor time to measure labor remuneration directly, but calculates labor remuneration with labor results within a certain period of time. Including direct piece rate, indirect piece rate, limited piece rate, unlimited piece rate, progressive piece rate, piece rate reward, contract labor and other forms. The piece rate is currently used very rarely because it is relatively mechanical. However, hourly wages are still used in many countries and regions.
- Most experts think that piecework and hourly wages are too mechanical. They treat people as machines, and manage people like machines, which is difficult to apply in the performance pay reform. According to experts, in some areas of China, we have taken some detours when implementing the performance-wage reform of compulsory education schools. How many points to participate in the meeting. The salary of a teacher is determined by a combination of scores on various indicators, a bit like the meaning of piece rate.
- 6. Is the implementation of performance-based pay reforms the same as taking "work points" before? Institutions are mostly intellectuals. Is this method applicable to them?
- Answer: It turns out that the performance method based on "work points" is difficult to stimulate the vitality of workers. However, the employees of public institutions are mostly knowledge workers, and the performance of knowledge workers is difficult to measure. Public institutions also do not have a good experience in performance evaluation. Without such a culture, mandatory implementation, blossoming everywhere may lead to insufficient capacity and cultural obstacles. In addition, for the reform of public institutions, performance-based salary reform alone is far from sufficient. It also requires a sound management system, a good management environment, superior leadership, good staff quality and execution.
- 7. Does the implementation of performance-based wage reform necessarily result in wage growth?
- Answer: Compared with the previous "big pot salary" method, performance wages are more changes in the way wages are calculated, and they are a relatively standardized and fair method. Performance-based pay reform is not based on raising wages.
- The meeting of the State Council clearly stated that the performance wage reform is to combine the implementation of performance wages with the clean-up and standardization of subsidies and subsidies, to standardize the financial management and income distribution order of public institutions, and to exercise strict distribution discipline. Some experts have cited medical institutions that are about to implement performance-wage reform as an example. Many medical institutions now have income increase methods such as receiving patient red envelopes, selling specific drugs, and going to the outpatient clinic. Such "backdoor income".
- 8. Performance-based salary reforms are implemented for employees in public institutions. What about retirees? How are their rights protected?
- Answer: This is also a key and difficult point in the performance wage reform of public institutions. The meeting of the State Council clearly stated that the income distribution relationship between incumbents and retirees in public institutions should be coordinated, and the performance pay policy should be continuously improved. At the same time that public institutions implement performance pay, they provide living allowances to retirees.
- The reform of the old-age system of public institutions in some provinces and cities has encountered some setbacks. Some employees of older institutions have low education and do not hold any leadership positions in the unit. In a sense, they belong to the unit's "vulnerable group". Experts have called for full consideration of the interests of this "vulnerable group" in performance pay reforms to ensure social harmony.
- 9. What are the sources of salary for public institutions?
- Answer: Public institutions can be divided into three categories according to the differences in funding sources. The first category is executive public institutions that implement government policies and belong to the full financial allocation. The second most public welfare institutions can be subdivided into purely public welfare institutions, which are fully funded. If it is a semi-public welfare institution, the state will implement a differential allocation based on the profitability of the public institution. Part of it is paid by the public institutions. The third category is operating public institutions. After the reform and opening up, according to the actual development of marketization, many operating public institutions have no national financial allocation. For example, many publishing houses are completely self-supporting operating public institutions.
- 10. Does the implementation of performance-based salary reform in public institutions encourage public institutions to generate income?
- Answer: Experts said that the original intention of institutions to implement performance-based wage reform was not to encourage income generation. According to the analysis, the original intention of the reform of the performance wage system of public institutions should be the following three: First, to regulate the payment of subsidies for public institutions, from an unordered state to an orderly management state. Second, the performance appraisal system is used to encourage employees of public service departments to have a better working attitude and provide society with higher quality public service products. Third, change the management system of public institutions and make some useful explorations for further institutional reform in the future.
- 11. The meeting of the State Council stated that public health and basic medical and health institutions need the performance wages to be guaranteed by county-level finances and coordinated by provincial finances. However, many local county-level finances are very scarce.
- Answer: Many experts also have doubts about this. Take elementary school teachers as an example, or compulsory teachers as an example. The source of funding for performance-based pay is mainly county-level governments or county finances. In some county-level governments with poor financial conditions, additional funds must be provided. It is difficult to subsidize teachers' performance salary. How to solve this problem, the experts focused on central government subsidies. Experts take compulsory education schools as an example. There are 7 million elementary school teachers in the country. Each person adds 3,000 yuan a year, which is 21 billion yuan. For the country, it is not a large number. Therefore, "giving or not giving money is an attitude problem. Rather than a competency issue. " Experts also called for saving other unnecessary financial expenditures and resolutely supporting and guaranteeing the performance wage reform of public institutions. It is not difficult to crack the funding bottleneck.
- 12. The performance salary reform of public institutions. Should the performance of leaders be assessed by employees or determined by "leader's leadership"?
- A: As far as policy orientation is concerned, the performance of leadership is determined by the leadership. It may be a more scientific method is an integrated method-there are leadership decisions, and democratic participation of ordinary employees. However, both methods have advantages and disadvantages, and each institution needs to explore the appropriate method according to its specific situation.
- Some experts have suggested that we should be vigilant against the abuse of performance appraisal authority by some public institution leaders, excessively increasing the salary income of management and ordinary employees, and causing new unfairness.
Misunderstanding of performance pay
- The first is the question of the proportion of performance wages, or the proportion of total wages.
- In order to reflect performance, we must have a "ruler" to measure. But the confusion currently encountered is "ruler" "scarcely short." Some companies (such as the annual salary of most entrepreneurs) have a fixed salary to performance salary ratio of 7: 3, or 6: 4, but their incomes vary greatly due to different bases. In other words, before setting the performance wage, whether the base is set properly determines the success or failure of the performance wage.
- Second is the absolute value of fixed wages.
- If there are no fixed wages, or if there are only a small number of fixed wages, it is impossible to implement performance wages, and even if they do, such "performance wages" are unreasonable. This is evidenced by the high turnover of employees. Since fixed wages must be set, the amount of fixed wages has, to some extent, determined the ratio of performance wages to fixed wages, that is, the more fixed wages are given, the greater the denominator value, and accordingly, performance wages The smaller the proportion. And this reduction has greatly reduced the significance of implementing performance pay.
- Thirdly, the negative effects of performance pay cannot be underestimated.
- The implementation of performance-based pay system. If employees compare with their colleagues and feel that "the difference is too large or unfair", it will inevitably lead to the destruction of the internal structure of the team, and even intensify the "intrigue" between colleagues, that is, "sacrifice team spirit". In addition, the implementation of a large-scale performance-based pay system may lead to a decrease in employees' trust in the company, and even the feeling that "my income is earned by me, so much better than going to the world by myself" may eventually lead to a large number of staff loss.
- There is a prerequisite for companies to implement performance pay, that is, the existing income of employees cannot be reduced, and then the matching between the absolute value of the income and the market value is considered. Don't "deprive" employees of their existing income. And implement the so-called "performance-linked" with the "deprivation" part.
- Finally, the main and biggest disadvantage of performance pay is that different pay for the same job is analyzed according to the current implementation of the performance of the public institution: only personnel who have a career establishment can perform, and external personnel of the public institution do not enjoy performance. In fact, many institutions have very few staffing staff, most of them are hired externally, without staffing staff. On the surface, external employees only play the role of collaborative management. However, from the actual situation, external employees of public institutions do the same work as employees with a staffing system. The number of jobs, jobs and pressure will not be lower than those with career pay who enjoy performance pay.
- Therefore, there are certain deficiencies in the performance of public institutions that have not been taken into consideration. I hope relevant departments can solve them.
Effective implementation of performance pay
- Number 17, 2009
- Since the founding of the People's Republic of China, the wage system of China's government agencies and institutions has undergone four major reforms: the hierarchical wage system was established in 1956; the structure-based wage system based on job wages was established in 1985; The salary system based on job titles and ranks has established five different types of classified wage systems that are in line with the characteristics of the industry. They are decoupled from the wage system of state agencies. According to the characteristics of public institutions and the source of funding, the full amount Appropriations, differential appropriations, and self-receiving and self-supporting three types of public institutions implement different management methods; in July 2006, the fourth reform of the salary system of institutions and public institutions, civil servants to implement a unified national salary and system of wages, public institutions established An income distribution system that is in line with the characteristics of public institutions, reflects job performance, and is classified and managed in a hierarchical manner.
Problems with performance pay
- According to the design of the current wage system, the wage income of public institutions is divided into three parts, namely post wages, salary scales and performance wages. Among them, post wages and salary scale wages have replaced the original fixed wages and live wages, and have been implemented, while performance wages have replaced the original subsidies and bonuses, because the distribution method has not yet been issued and has not yet been implemented.
- As performance wages have not been honored, there is still a phenomenon of eat big pots of rice, do more and less, and do better or worse in income distribution of public institutions. The expected incentive effect of the wage system reform has not yet been achieved. Public institutions work The enthusiasm and creativity of the personnel have not been fully realized.
Performance-based salary implementation system
- Performance-based pay distribution should adhere to the principle of "distribute according to work, give priority to efficiency, and give consideration to fairness", strictly follow procedures, and strengthen supervision.
- Implement total volume control. The total amount of performance wages of public institutions is composed of local standardized subsidies and basic wages and live wages retained in December of the previous year. The personnel departments and financial departments at the same level will approve the units before they reach the unit. Within the amount, the distribution will be made according to the standard distribution procedures and requirements.
- Improve distribution procedures. The first is to formulate a distribution plan. The distribution plan involves the vital interests of each staff member and must be solicited from the staff extensively to be as fair and reasonable as possible. When formulating the plan, the work goals, assessment methods, and responsibilities of each post should be detailed and quantified, and repeated discussions and revisions at the Workers' Congress should be mentioned to ensure the scientificity and operability of the plan; The principle of combining power and profit "is to formulate perfect assessment rules; it is necessary to sign a letter of responsibility at various levels to implement the responsibility to others. In addition, the formulation of the plan must take into account the interests of retirees, and retirees should be implemented with reference to the standards of the organization's retirees. The second is strict assessment. The key to the successful implementation of the plan is to strengthen internal assessment, do a good job of accountability, and fairly honor rewards and penalties; establish an assessment leadership team to conduct strict assessments; promptly disclose the assessment system, assessment methods, assessment results, operating procedures, etc .; monthly work performance Perform evaluation and scoring to realize the performance salary; carefully analyze the rationality and operability of the assessment plan; if the plan is flawed, discuss and correct it in a timely manner. In addition, the staff must do a good job of ideological work and interpretation, conduct ideological guidance, resolve local contradictions, and ensure the normal operation of performance assessment.
- Strengthen supervision and inspection. The first is to standardize the approval process. All units implement performance-based pay. The plan must be approved by the industry congress after it has been approved by the industry authority and reported to the personnel and finance department for the record. The personnel and finance departments will verify the total amount of performance wages of the unit based on the local economic development and the overall wage level, and finally publicize and honor individual performance wages based on the assessment. Second, discipline inspection, organization, personnel, finance, and audit departments should strengthen inspection, audit, and supervision, and promptly correct violations of discipline and rules. The third is to accept social supervision through public reporting telephones, setting up opinion boxes and opinion books, and hiring social supervisors, and often hold forums to listen to the opinions and suggestions of unit staff in order to timely modify the unreasonable elements of the plan. Ensure fair and reasonable distribution of performance wages in public institutions.
Performance pay education
- Because the standards for implementing performance pay are held by the schools themselves, there are huge differences in standards. Often teachers with the same job title and experience have huge differences in performance pay income between two neighboring schools in the same city and same area. Although the performance salary of each school was approved by the Staff Representative Conference in principle, because the majority of the Staff Representative Conference consisted of second-line leaders, the proportion of front-line teachers was too low, which led to the adoption of performance programs that were not conducive to front-line teachers. If you do not pass the leadership, you will break each other or use other methods such as job transfers, and you will have to talk to each other to force the teachers to pass. As a result, the performance salary of leaders is 3-4 times that of ordinary teachers. The performance salary of second-line teachers is far greater than that of front-line teachers. To a certain extent, it has become a tool for various leaders to seek personal gain; and Education bureaus and advanced schools have also taken part of teachers' performance salaries and turned them into their own benefits. Judging from the results of the implementation of performance pay in various places, the opposition of front-line teachers accounted for the vast majority, and even some schools appeared to watch football in the gymnasium. It was seen that the performance salary of the library was far more than that of the front-line subject teachers. Retirees who do not even come to school once a year not only enjoy performance pay, but also far more than the performance pay of most teachers in the field. Because performance standards are controlled by leaders, to a certain extent, performance pay has also become a tool for leaders to suppress employees.
- Since the implementation of performance-based pay, from the understanding of the situation of more than a dozen schools, due to the existence of very large unreasonable factors, the implementation of performance-based pay not only did not mobilize the enthusiasm of front-line teachers, but caused a considerable number of teachers to be negative Lagging over, questioning and opposing performance pay account for the vast majority of frontline teachers.
- Related documents
- Premier Wen Jiabao of the State Council presided over an executive meeting of the State Council to review and adopt in principle the Guiding Opinions on the Implementation of Performance Wages in Compulsory Education Schools.
- The meeting pointed out that the implementation of performance-based pay in compulsory education schools is a specific measure to implement the compulsory education law and deepen the reform of the income distribution system of public institutions. It is of great significance to attract and encourage all kinds of outstanding talents to teach for a long time, teach for life, and promote the development of education. . The Ministry of Human Resources and Social Security and other departments drafted the "Guiding Opinions on the Implementation of Performance Wages in Compulsory Education Schools" after a year of research and demonstration and extensively listening to opinions. The meeting reviewed and approved this opinion, and decided to implement performance-based pay in compulsory education schools nationwide from January 1, 2009 to ensure that the average salary level of compulsory education teachers is not lower than the average salary level of local civil servants. Payment of living allowances.
- The meeting called for local governments at all levels to attach great importance, strengthen leadership, make careful arrangements, and conscientiously organize implementation. We must adhere to the principle of paying more for more work, achieving better performance and better rewards, focusing on front-line teachers, key teachers, and other staff members who have made outstanding achievements. We must implement compulsory education schools to implement performance-based pay as well as deepen the reform of the school personnel system, improve the compulsory education funding guarantee mechanism, and regulate School charging behavior is closely integrated with fund management, pay attention to research and solve problems in implementation, properly handle various relationships, and do a good job in an active and stable manner. It is necessary to ensure that the funds required for the implementation of performance pay are in place in accordance with the principles of county-based management, provincial-level overall planning, and appropriate central support.
- Note: In some places, it can be regarded as deduction of labor.
- Wage reform
- The person in charge of the Ministry of Human Resources and Social Security stated that the performance wages of compulsory education schools were basically delivered in 2009, and the performance wages of public health and basic medical and health institutions were implemented as soon as possible, and some provinces were basically cashed. Other institutions are implementing according to classified guidance, step by step implementation, The principle of adjusting measures to local conditions and advancing prudently will implement performance pay. At the same time, the work of regulating the allowances for civil servants has progressed steadily.
- The reform of the social insurance system of public institutions is also progressing simultaneously. In 2009, China introduced a reform plan for the pension system of public institutions, and is currently conducting pilot projects in Shanxi, Shanghai, Zhejiang, Guangdong, and Chongqing.
Performance pay medical
- Executive meeting
- Premier Wen Jiabao of the State Council hosted an executive meeting of the State Council on September 2, 2009, and decided to implement performance-based pay in public health and primary health care institutions and other institutions. The meeting pointed out that the implementation of performance pay is an important part of the reform of the income distribution system of public institutions. The implementation of performance pay while standardizing subsidies and subsidies will motivate the staff of public institutions to promote the development of social undertakings and improve
- Total salary