【作者】 刘欢；

【导师】 许民利；

【作者基本信息】 中南大学 ， 工商管理（MBA）（专业学位）， 2022， 硕士

【摘要】 在国企发展过程中,企业必须加强对职工的激励与考核,对员工如何开展激励和考核意义重大,不仅能够促进发挥国企的经营活力,同时也能进一步提升员工的积极性、主动性和创造性。A公司经营的主要业务就是钛合金材料的研发生产,其作为湖南骨干型国有企业,是创新与战略新兴型企业,这些年经过高速发展,经营业绩逐年递增,发展势头良好。但在中长期激励方面仍然沿用以职能性岗位为主的激励体系,逐渐面临着核心人员流失,人才引入力度也相对乏力,激励管理不能很好地发挥作用,日益阻碍了公司的发展步伐。因此,本次研究通过对A公司的中高层员工中长期激励管理现状进行调研,明晰了A公司的中长期激励体系、中长期激励类别、中长期激励构成和中长期激励日常管理;并根据中高层员工的问卷调查和访谈发现,A公司的中长期激励管理主要存在着中长期激励结构不完善、中长期激励内外不平衡、中长期激励制度不健全等问题;结合中长期激励管理理论发现,产生问题的原因主要是中长期激励元素设置不合理、中长期激励策略定位不清晰、中长期激励管理不规范等。本研究为A公司中高层员工的中长期激励体系设计了一套符合公司目前发展的、与实际情况相匹配的中长期激励体系优化方案。基于公平性、激励性和成本控制性原则,按照职能职责优化和绩效激励优化的设计思路,本文主要从中长期激励结构优化、中长期激励性提升两个方面展开。研究方案从激励结构优化、激励水平优化、激励日常管理优化及制度优化等四个方面改善了A公司中高层员工中长期激励的问题。论文最后提出了优化方案的实施保障措施,并对方案实施后的效果进行了预估。研究成果将对A公司的中高层管理者激励有重要参考价值,也对同类企业有借鉴作用。正文共39754字,参考文献52篇更多还原

【Abstract】 In the process of the development of state-owned enterprises,enterprises must strengthen the performance appraisal and incentive mechanism,which is a great significance for employees to carry out incentive and appraisal.It can not only play the management vitality of state-owned enterprises,but also further improve the enthusiasm、initiative and creativity of employees.The main business of the Company A is the R & D and production of titanium alloy materials.As the mainstay state-owned enterprise in Hunan,it is also an innovative and strategic emerging enterprise.After rapid development in recent years,the business performance has increased every year and the development momentum continues to be promising.However,in terms of medium and long-term incentives,the company still adopts the incentive system based on functional posts,and gradually facing the problem of losing core employee,the introduction of talents is also relatively weak,and the incentive management cannot play a good role,which increasingly hinders the development of the company.Therefore,this study investigated the current situation of medium and long-term incentive management for middle and senior employees of Company A,and clarified the medium and long-term incentive mechanism,the category of medium and long-term incentive,the composition of medium and long-term incentive and the daily management of medium and long-term incentive of Company A.And according to the questionnaire survey and interview of employees,there are some problems in the medium and long-term incentive management of Company A,such as imperfect medium and long-term incentive structure,internal and external imbalance of medium and long-term incentive,imperfect medium and long-term incentive mechanism.Combined with the theory of mid-and long-term incentive management for middle and senior employees,we find that the main reasons for the problems are the unreasonable setting of medium and long-term incentive elements、the unclear positioning of medium and long-term incentive strategy and the non-standard medium and long-term incentive management.Then an optimization scheme of medium and long-term incentive mechanism is developed,which is in line with the current development of the company and matches the actual situation of Company A.Based on the principles of fairness,incentive,and cost control,and in accordance with the idea of function and responsibility optimization and performance incentive optimization,this thesis mainly focuses on the optimization of incentive structure in the middle and long term and the promotion of incentive in the middle and long term.It improves the problems of the original medium and long-term incentive management system for middle and senior employees of Company A in four aspects:incentive structure optimization,incentive level optimization,incentive daily management optimization and system optimization.Finally,the thesis puts forward the measures to safeguard the implementation of the optimization scheme,and estimates the effects after the implementation of the scheme.The research results will have an important reference value for the incentive of middle and senior managers of Company A,as well as for similar enterprises.There are 39754 words in the text and 52 references.更多还原