在零售行业竞争日益激烈的背景下，销售人员作为企业利润创造的核心力量，其薪酬满意度直接关系企业整体稳定性和市场竞争力。H公司作为具有一定区域竞争力的家电零售企业，因薪酬体系长期未优化，面临销售人员薪酬满意度低、人才流失风险加剧等问题。如何构建科学合理的薪酬管理体系，成为H公司提升组织效能、实现可持续发展的关键。

       本文以H公司销售人员为研究对象，结合需求层次理论、公平理论、期望理论等重要理论，通过文献分析、实地调研与问卷调查，围绕薪酬水平、结构、制度及福利四个维度研究H公司销售人员薪酬管理现状：首先，梳理薪酬满意度相关理论与文献，构建分析框架；其次，通过行业数据对比与开展薪酬满意度问卷调查，发现H公司薪酬体系的核心问题，包括缺乏外部竞争力、内部公平性失衡、绩效激励性不足及福利政策单一等；之后，针对性分析问题原因，提出动态调整薪酬水平、优化薪酬结构比例、完善绩效考核机制及设计差异化福利方案等对策；最后，从确立薪酬更新机制、加强管理人员培训、构建员工参与机制、数字化系统支持等方面设计保障措施，确保对策有效落地。

       本文研究表明，H公司可通过动态优化薪酬水平、差异化重构薪酬结构、完善薪酬制度透明度、创新薪酬福利体系等措施，提升销售人员的薪酬满意度。优化后的薪酬体系可显著提升H公司薪酬管理效率与市场竞争力，同时也为同类型销售企业提供了可靠的薪酬优化方案，对提升员工忠诚度、推动企业可持续发展具有重要的实践价值。

        In the context of increasingly fierce competition in the retail industry, sales staff, as the core force in profit generation for enterprises, have their compensation satisfaction directly related to the overall stability and market competitiveness of the company. Company H, as a home appliance retail enterprise with a certain level of regional competitiveness, faces issues such as low compensation satisfaction among sales staff and an increasing risk of talent loss due to long-standing lack of optimization in its compensation system. Establishing a scientific and reasonable compensation management system has become the key for Company H to enhance organizational efficiency and achieve sustainable development.

        This thesis takes the sales staff of Company H as the research subject and combines important theories such as Maslow's hierarchy of needs, equity theory, and expectancy theory. Through literature analysis, field research, and questionnaire surveys, it examines the current state of compensation management for sales staff at Company H across four dimensions: compensation level, structure, system, and benefits:first, the thesis outlines the theories and literature related to compensation satisfaction and constructs an analytical framework; second, through industry data comparison and a compensation satisfaction questionnaire survey, it identifies the core issues of Company H's compensation system, including a lack of external competitiveness, imbalanced internal equity, insufficient performance incentives, and a singular benefits policy; subsequently, it analyzes the causes of these problems and proposes countermeasures such as dynamically adjusting compensation levels, optimizing the proportion of the compensation structure, improving performance assessment mechanisms, and designing differentiated benefit plans; finally, it designs guarantee measures from aspects such as establishing a compensation update mechanism, strengthening management training, constructing employee participation mechanisms, and digital system support to ensure the effective implementation of these countermeasures.

        The research indicates that Company H can enhance the compensation satisfaction of its sales staff through measures such as dynamically optimizing compensation levels, reconstructing compensation structures in a differentiated manner, improving the transparency of compensation systems, and innovating compensation and benefits systems. The optimized compensation system can significantly improve the compensation management efficiency and market competitiveness of Company H and also provide a reliable compensation optimization solution for similar sales enterprises. The research has important practical value for enhancing employee loyalty and promoting the sustainable development of the enterprise.

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