Legal subjectivity: In the past, the salary of staff in public institutions mainly depended on personal positions, professional titles, qualifications, academic qualifications and other factors, while personal effort, work status, actual work performance and contribution to the organization did not play much role in salary.

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Therefore, people's motivation is greatly improved after the performance is implemented.

1. Implementation plan for performance-based pay in public institutions 1. The superior competent department makes clear provisions. If the superior competent department makes clear provisions on the distribution of basic performance-based pay in public institutions, it will stipulate the basic performance-based pay ratio, per capita quota, and other quotas for each position.

In this case, the regulations of the superior authority shall be followed.

2. The superior competent department has not made clear provisions. If the superior competent department only stipulates the basic performance salary proportion and per capita quota for the basic performance salary distribution of public institutions, but does not specify the position quota.

In this case, the public institution needs to design a basic performance-based salary distribution plan.

2. Difficulties in the reform of performance pay in public institutions (1) Difficulties in determining performance pay levels and dynamic adjustment

There are two major problems encountered in terms of quantity and adjustment.

The first is the difficulty of reasonably determining the total amount of performance pay.

The second is the difficulty of adjusting the overall level of performance pay after it is approved.

(2) The problem of ensuring the funding source of performance pay (3) The problem of weak foundation for the design and implementation of performance pay plan 3. Reasons for the reform of the salary system of public institutions Public institutions refer to organizations organized by state agencies or other organizations for the purpose of social welfare.

Social service organizations and public institutions that use state-owned assets to engage in education, science and technology, culture, health and other activities do not have profit as their direct purpose.

It is understood that at present, public institutions are roughly divided into four categories based on the nature of different types of public institutions: "public participation (that is, referring to civil servant management)", "full appropriation", "differential appropriation", and "self-received and self-supported".

With the gradual establishment and improvement of the market economic system, my country's current income distribution system has presented more and more problems, which has hindered the development of the unit itself.

The specific manifestations are: 1. The current wage level is not coordinated with the goals of various public institutions, the standards are low, and it does not fully reflect the labor and occupational characteristics of employees in public institutions. The determination of wage levels in public institutions should fully consider their differences from other industries.

specialty.

2. The design of the wage structure is not reasonable and the phenomenon of egalitarianism is serious.

3. The total salary management of public institutions lacks regulation. The salary plan and fund management are basically a formality, and there is a lack of supervision and restriction mechanisms. Necessary financial and audit supervision, tax constraints, etc. are not done, which interferes with the normal salary distribution order.

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4. The national finance and national economy determine the wage standards of public institutions. The unified and centralized wage system, wage standards, and wage policies lead to egalitarianism in distribution and interfere with the authority of public institutions.

As an independent public institution, it does not have sufficient distribution autonomy and cannot formulate and implement the distribution system within the unit.

We hope that the above content on the implementation plan of performance-based pay in public institutions, the difficulties in reforming performance-based pay in public institutions, and the reasons for reforming the salary system in public institutions will be helpful.

Legal objectivity: Article 32 of the "Regulations on Personnel Management of Public Institutions" states that the state establishes a wage system for public institutions that combines incentives and constraints.

The wages of staff in public institutions include basic wages, performance wages and allowances and subsidies.

Wage distribution in public institutions should be based on the characteristics of public institutions in different industries and reflect factors such as job responsibilities, work performance, and actual contributions.

Article 33 of the "Regulations on Personnel Management of Public Institutions" states that the state shall establish a normal salary increase mechanism for employees of public institutions.

The salary level of staff in public institutions should be coordinated with the development of the national economy and compatible with social progress.

Article 34 of the Regulations on Personnel Management of Public Institutions provides that staff of public institutions enjoy welfare benefits stipulated by the state.

Public institutions implement the working hours system and vacation system stipulated by the state.