企业激励机制建设与研究

【作者】 杨靖；

【导师】 王菲；

【作者基本信息】 昆明理工大学 ， 管理科学与工程， 2007， 硕士

【摘要】 激励机制是通过一套理性化的制度来反映激励主体与激励客体相互作用的方式。在现代企业中,人已经成为企业发展最为重要的因素。而企业能否成功地建立和实施激励机制,激活人力资源,使员工的边际努力最大化,成为企业可持续发展和赢得竞争的关键。然而摆在我们面前的现实是:我国中小企业员工队伍极不稳定,员工流动频繁,组织的稳定性受到影响,创新能力越来越弱,可持续性发展面临挑战。中小企业员工流动性大,原因是多方面的,但核心问题还是激励机制建设的滞后。凡人才流失严重的企业,凡员工积极性不能有效保持的企业,主要是激励机制的问题。即存在的主要问题是;一是认识问题:激励机制建设的认识不到位,没有灵活应用好激励理论,根据企业实际加以应用;二是制度层面的问题,激励政策没有形成体系,零敲碎打,关联度不高,缺乏协同效应。三是方法和技巧上的问题,虽然做了很多的激励制度,但激励手段不到位,结果效果不佳。国内多数的大型企业(包括跨国公司和大型外资企业)由于其规模和实力较强,品牌知名度高,在激励机制建设上比较领先,制度化、规范化都走得比较前,而中国的大量中小企业由于规模和实力相对弱小,创业时间较短,以及企业内部管理的原因,它们在激励机制建设方面相对滞后,激励体系没有形成。中小企业在国内数量众多,是发展国民经济、促进市场竞争、推进技术创新、促进就业、保持社会稳定的重要力量。中小企业走出激励的低谷和误区对于企业自身和社会经济发展都是非常重要和紧迫。本文利用激励的基本原理,重点分析了我国中小企业激励机制建设的现状,提出了建立激励机制的必要性、紧迫性,以及建立企业激励机制的目的和总体要求,探索了一套较为系统和贴近中小企业特点的激励机制构建方法和对策,以期对中小企业建立激励机制、改善人力资源管理工作以及提升企业绩效有所帮助。在企业激励机制的构建与运行方面,可以从日本和美国的经验中得到启发:要坚持“以人为本”的管理理念,尊重人的需求,实施人本管理;对员工的激励应当是多层次、多方面的,物质激励和精神激励相结合是一种有效的激励方式;激励制度的建设,必须以提高员工的工作和生活质量为目标,必须考虑本国的文化背景;必须重视企业文化的建设。创新中国私营企业的激励机制,必须做好以下几方面的工作:坚持“以人为本”的激励理念,创新部分家族制企业的产权制度,构建完善的激励机制与运行体系,采取分层次多元化的激励方法,重视企业文化建设,增强员工的归属感与企业的凝聚力。更多还原

【Abstract】 Incentive policy is a method that expresses the interaction between incentive main bodies and objects by using a set of rationalization system. In the modern enterprises, human resource has been the most important factor for their development. Whether enterprises build up and implement the incentive policy, activate the human resource, and maximize the margin efforts of employees successfully has been the key factor to achieve the continuable development and win in the competition. But the facts in front of us are: the key staffs are very unstable in many enterprises; they are on job-hopping frequently; the employee’s team is lax; the efficiency of enterprises is very low; the creative capability is becoming weaker and weaker, even threat the survival of enterprises. Some leaders of enterprises complain that a lot of money has been spent but the employees don’t take it serious and that the employees are becoming more and more difficult to management. Others copied the advanced incentive policy of the foreign and multi-national companies but they don’t work. All the reasons that personals lost seriously, or their enthusiasm can’t be maintained are related to the incentive policy in the enterprises. The main problems are: first is understanding. They don’t fully understand the setting of incentive policy, don’t use the incentive theory skillfully, and don’t know the human nature deeply. Second is on the operating level. There is lack of human resource system and assistant policy, no formal incentive system, and no cooperate with each other so that the effects have been deducted. Although many incentive policies and methods have been implemented, the result is no good. Because the incentive policy construction is more perfect and advanced than those of Chinese enterprises including SOEs, domestic capital controlling enterprises, this paper focuses on analyzing the status of incentive policy construction in Chinese enterprises . Then it brings the ideas that it is necessary and urgency to build up the incentive policy in Chinese enterprises and that outline the objectives and general requirements for building up them. Finally, the paper tries to make a set of systematic and operational incentive policy formulating methods and countermeasures so as to benefit to the work of incentive policy making and HRM in Chinese enterprises. Considering the aspects of building and circulating the incentive mechanism, the experience got from the United States and Japan are: to insist the management principle of making people the center, to respect employees’ needs, and carry out the person-original management; encouraging methods for employees should be multi-levels and various, it is valid to combine material encouragement with spirit encouragement; the incentive mechanism must take raising the quality of employee’s job and life as the target, and must consider the cultural background of our country; the build of corporate culture should be regarded. To innovate Chinese private-owned enterprises’ incentive mechanism, following jobs should be done: insisting to the person-original principle; innovating the institution of property right of some family enterprises; setting up a perfect incentive mechanism and circulating system of Chinese private-owned enterprises; adopting multi-levels and various encouragement methods; valuing the corporate culture, enhancing the ascription feelings of employees and the agglomeration ability of enterprises.更多还原