1 performance management and salary management 1. 1 performance management is a process in which enterprises (organizations) communicate and give feedback to employees' performance continuously according to certain performance evaluation and assessment methods, and reach a * * * understanding of organizational goals and their realization, so as to achieve the purpose of improving organizational performance. Performance management is a continuous process, the purpose of which is to continue appropriate behaviors and correct inappropriate behaviors through performance feedback to employees, thus promoting the improvement of the overall performance of the organization. Generally speaking, enterprise performance management includes performance planning, performance monitoring, performance coaching, performance appraisal (evaluation), performance feedback, performance improvement and application of performance results. 1.2. 1 performance plan. Performance planning is the first link and the starting point of performance management. Performance planning is the process of determining the performance expectations of the organization for employees and obtaining their approval. It should not only include the organization's expectation of employees' work results, but also include the behaviors and skills that the organization wants employees to show. The formulation of performance plan is related to enterprise strategy, which is conducive to the realization of enterprise strategy, and can be measured and quantified. 1.2.2 performance monitoring. Performance monitoring refers to a series of activities carried out by internal managers in order to master the work performance of their subordinates in the process of performance appraisal and evaluation. Performance monitoring is mainly to observe, prevent or solve the problems in the performance cycle through continuous communication between managers and employees, so as to better complete the performance plan. The advantage of performance monitoring is that problems in employees' work can be found at any time and adjusted in time. 1.2.3 performance coaching. Performance coaching refers to a series of activities to improve employees' performance level and self-efficacy through performance monitoring under the premise of mastering subordinates' work performance. Performance coaching is to help employees solve the problems in the current performance implementation process, which runs through the whole process of performance implementation and is a routine management behavior. 1.2.4 performance appraisal. Performance evaluation refers to the process in which an enterprise, in order to achieve the purpose of production and operation, makes a value judgment on the performance of an organization or individual who undertakes the process and results of production and operation and its many influences by using scientific methods on the basis of using specific standards and indicators according to the performance plan. 1.2.5 performance feedback. Performance feedback is an important part of performance management. Mainly through the communication between the assessed and the assessed, talk about the performance of the assessed in the evaluation cycle, and at the same time affirm the achievements, find out the shortcomings of the assessed and urge them to improve. The purpose of performance feedback is to let employees know whether their performance in this performance cycle has reached the set goals and whether their behaviors and attitudes are qualified, so that managers and employees can reach a consensus on the evaluation results; The two sides discuss the causes of unqualified performance and make a performance improvement plan. At the same time, managers should convey the expectations of the organization to employees, and the two sides will discuss the goals of the performance cycle and finally form a performance contract. 1.2.6 performance improvement. Performance improvement refers to the process of finding out the performance gap of organizations or employees, formulating and implementing targeted improvement plans, so as to improve the performance level of employees. The biggest difference between the concept of performance management and the traditional performance appraisal theory is that performance management increases performance feedback and performance improvement, and changes performance appraisal for the purpose of assessment into performance management for the purpose of promoting performance improvement. The application of 1.2.7 performance results. Performance management has two important purposes: one is the improvement of performance, and the other is the application of performance results. Conversely, the application of performance results can promote the improvement of enterprise performance, and how to apply the results of performance appraisal is also very important for organizations. From all aspects of human resource management, the results of performance appraisal can be applied to personnel recruitment, post adjustment, salary distribution, bonus distribution, employee training and development, career planning and so on. 1.3 salary management refers to the process that an enterprise (organization) determines the total amount, salary structure and salary form it should receive according to the services provided by all employees. In this process, enterprises must make decisions on salary level, salary system, salary structure and salary form; At the same time, as a continuous organizational process, enterprises should constantly make salary plans, draw up salary budgets, communicate with employees on salary management issues, evaluate the effectiveness of the salary system itself, and then constantly improve. 1.4 Salary management mainly includes salary system, salary level, salary structure and salary policy. 1.4. 1 Salary system refers to the system that determines the basic salary of an enterprise in salary management. At present, the internationally accepted salary systems are: post (post) salary system, skill salary system and ability salary system; At present, in China, among the three salary systems, the post salary system is the most widely used. Post (post) salary system, skill salary system and ability salary system mean that the basic salary level of enterprise employees is determined on the basis of the value of the work they are engaged in, the skill level they have and the ability or qualification they have. The post (post) wage system is a job-based wage system, and the skill and ability wage system is a people-oriented wage system. 1.4.2 salary level refers to the average salary level of all positions, departments and the whole enterprise in the enterprise. In the traditional concept of salary level, more attention is paid to the overall salary level of enterprises, but now more and more attention is paid to the salary level of similar work between positions or between different enterprises, rather than the comparison of the average salary level of enterprises in the general sense. 1.4.3 salary structure refers to the relationship between the salary levels of different positions in an enterprise, mainly involving the internal consistency and fairness of salary. When the overall salary level of the enterprise is determined, employees pay great attention to the internal salary structure of the enterprise, which actually reflects the enterprise's view on the importance and value of the position. 1.4.4 the salary policy mainly involves the salary cost and budget control mode of the enterprise, as well as the salary system and salary regulations of the enterprise. The salary policy of an enterprise must ensure employees' views on the fairness of the salary system, and the salary system will help enterprises and employees achieve their goals.

Seeking adoption is a satisfactory answer.