For local ones, you can take a look at the notice of the Xinjiang People's Government on Issuing the Implementation Opinions on the Reform of the Income Distribution System for Staff of Public Institutions in Xinjiang. The people's governments of various districts and counties (autonomous counties and cities) and the municipal government departments: "Staff of Xinjiang Public Institutions"

The Implementation Opinions on the Reform of the Income Distribution System have been approved by the Ministry of Personnel and the Ministry of Finance and are now issued to you. Please implement them conscientiously.

In accordance with the spirit of the 17th National Congress of the Communist Party of China on promoting the reform of the distribution system of public institutions, reforming the salary system of public institutions and establishing an income distribution system that conforms to the characteristics of public institutions, reflects job performance and classified management is an important step in implementing the scientific outlook on development and building socialist harmony.

Social requirements are also an important part of deepening the reform of public institutions. They are of great significance for straightening out distribution relationships, standardizing distribution order, and building a harmonious income distribution pattern.

The reform of the income distribution system of public institutions not only concerns the vital interests of the cadres and workers of public institutions, but is also closely related to various other supporting reforms. It involves a wide range of areas, has strong policy implications, and is complex.

All districts, counties (autonomous counties, cities), departments and relevant units must, in accordance with the requirements of the municipal party committee and municipal government, carefully formulate implementation plans for their own regions, departments and units, strengthen leadership, unify understanding, and carefully organize implementation.

We must strictly organize personnel and financial disciplines, and must not violate national policies and regulations.

At the same time, we must do a thorough job in ideological and political work among employees, guide them to correctly understand the importance, complexity and difficulty of the reform of the income distribution system of public institutions, and effectively solve the problems encountered by this region and department in the reform.

, to ensure the smooth progress of the reform work.

On March 4, 2008, according to the "Notice on Issuing the Reform Plan for the Income Distribution System of Staff in Public Institutions" by the Ministry of Personnel and the Ministry of Finance (Guoren Bufa [2008] No. 56) and the "Notice on Issuing the Reform Plan for the Income Distribution System of Staff in Public Institutions" by the Ministry of Personnel and the Ministry of Finance

This implementation opinion is formulated in the spirit of the "Notice on the Implementation Measures for the Reform of the Income Distribution System for Staff in Public Institutions" (Ministry of Human Resources and Social Security [2008] No. 59).

1. Principles of reform (1) Implement the principle of combining distribution according to work and distribution according to production factors, and establish a distribution incentive mechanism that is closely linked to job responsibilities, work performance, and actual contributions and encourages innovation and creation.

(2) Adapt to the requirements of the employment system reform and position management of public institutions, determine salary based on position, change salary according to position, and increase the tilt towards outstanding talents and key positions.

(3) Establish a normal salary adjustment mechanism that reflects the characteristics of public institutions, so that the income of public institution staff can adapt to the level of economic and social development.

(4) Persist in invigorating the internal distribution of public institutions and further enhance the vitality of public institutions.

(5) Implement hierarchical and classified management, strengthen macro-control, standardize distribution order, and straighten out distribution relationships.

2. Basic contents of the reform (1) Establish a job performance pay system.

Public institutions implement a performance-based salary system.

Job performance salary consists of four parts: job salary, salary grade salary, performance salary and allowances and subsidies, of which job salary and salary grade salary are basic wages.

1.

Wage jobs.

Job salary mainly reflects the responsibilities and requirements of the position for which the staff is employed.

Positions in public institutions are divided into professional and technical positions, management positions and work skills positions.

There are 13 levels of professional and technical positions, and 10 levels of management positions. Work skills positions are divided into technical positions and general worker positions. There are 5 levels of technical positions, and general worker positions are not divided into grades.

Different levels of positions correspond to different salary standards (Appendices 1, 2, and 3).

Staff members are subject to corresponding salary standards based on the positions they are hired for.

2.

Salary scale salary.

Salary scale mainly reflects the work performance and qualifications of the staff.

There are 65 salary levels for professional and technical personnel and managers, and 40 salary levels for workers. Each salary level corresponds to a wage standard (Annexes 1, 2, and 3).

Different starting salary levels are set for different positions.

Staff members determine their salary levels based on factors such as work performance, qualifications, and position employed, and implement corresponding salary scales and wage standards.

3.

Performance pay.

Performance pay mainly reflects the actual performance and contribution of staff.

The state exercises overall regulation and policy guidance on the distribution of performance wages in public institutions.

Public institutions shall allocate independently within the total approved performance salary in accordance with standardized procedures and requirements.

After public institutions implement performance pay, the current year-end one-time bonus will be cancelled, and the amount of one month's basic salary and regional additional allowances will be included in performance pay.

4．

Allowances and subsidies.

The single-purpose allowances and subsidies for public institutions are divided into allowances for difficult and remote areas and allowances for special positions.

The subsidy for difficult and remote areas mainly provides appropriate compensation to staff working and living in difficult and remote areas based on differences in natural geographical environment, social development and other aspects.

Staff of public institutions in difficult and remote areas shall implement the allowance system for difficult and remote areas uniformly stipulated by the state.

The funds required for the implementation of subsidies for difficult and remote areas are financed by the central government and shall be borne by the central government.