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主持人:A公司于去年成立,但至今未与员工签订书面劳动合同,只是共同口头约定了劳动关系和工资数额。半年来,由于实行的是固定工资,A公司觉得对员工的激励作用不大,因而打算把员工的工资拆分成两部分:50％作为基本工资,另外50％作为绩效工资与考核挂钩。员工认为这样做不合理,是变相减薪水;老板却说这种做法很正常,干得好了有同样水平的薪水拿。 绩效工资,一直以来被认为是易引起劳资纠纷的“导火索”,如果在管理制度尚未健全的企业,这种情况更容易发生。那么作为HR,该如何掐断这根劳资纠纷的导火索?
Moderator: A company set up last year, but so far has not signed a written labor contract with employees, but common oral agreement on labor relations and the amount of wages. For the past six months, due to the fixed salary, Company A thought it was not helpful to employees. Therefore, Company A intends to split the employee's salary into two parts: 50% as the basic salary and 50% as the performance salary to the examination. Employees think this is unreasonable, disguised as pay cuts; the boss said that this approach is normal, well done with the same level of salary to take. Performance pay has long been regarded as a “trigger” for labor disputes, which is more likely to occur if the management system is not yet complete. So as HR, how to cut off the root of this labor dispute?