浅议国有企业激励机制 毕业论文外文翻译
中小企业激励机制外文翻译文献
中小企业激励机制外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：The performance inspection and drive mechanism As everyone knows, the incentive system is a modern enterprise system, one of the core content, is to establish the enterprise's core competitiveness the cornerstone of enterprise management is an integral part of the essence. Inspired the term "Chi Hay" as "so excited heart", that is to stimulate people's motives, the acts of people induced to produce a built-in momentum towards the desired goal of the process. As the name suggests, the so-called negative incentives is a breach of individual organizational goals to punish non-expected behavior, so that it does not recur, so that individual initiative the goal of moving in the right direction of transfer, disciplinary action for specific performance, economic sanctions, reduction in rank, descending pay-out and so on. In the modern enterprise management attaches great importance to the entrepreneurs are inspired, and often neglected the role ofnegative incentives, therefore, this article talk about the negative incentives in the enterprise management application.Negative incentives in the role of corporate governance1 Negative incentives to control employee behavior is a hidden "stop line"Just as the boundaries of morality and the law as beyond the boundaries of ethics is bound to be punished by law, a negative incentive is the case, has day-to-day business of the general code of conduct, management systems and so on, beyond the guidelines, the system will be subject to certain sanctions . Of course, the negative incentive measures and means to exist in most of the corresponding enterprise management system. Negative incentives as a "stop line", perhaps as a few employees noted that the staff actually control behavior played an indispensable role in the nurture of day-to-day, the staff, consciously or unconsciously, have accepted this kinds of negative incentive regulation, the invisible to the management of behavior of a virtuous cycle of sustained effect. For example, in the system provides that "a deduction for being late to work 100", all the staff all know can not be late, or else they would be punished, under normal circumstances, employees naturally developed a habit to go to work on time, managers applied only bound by a negative incentive mechanism to manage the entire enterprise of labor discipline, we can see, the hidden "stop line" how important.2 Negative incentives can play the role of a warning to othersOn more than a negative incentive systems are often bound by the boundaries of employee behavior, but this does not mean that all employees will comply with the agreed rules, as not all have the law will be law-abiding citizens, the total staff will be guilty of some kinds of errors Otherwise, the legal system and the enterprise system of negative incentives no longer necessary, which means, when the number of employees bound to overcome these consequences will be punished accordingly, and the nature of this punishment is mandatory and the threat of nature, the deterrent effect, often played the role of set an example and really make it impossible for workers to accept the psychological behavior of enterprise management respect, thereby enhancing self-management behavior. For example, suppose acompany in the month, a 3 million to go to work late, this month 3 business deduction 100 Yuan each, and to notice, it will make employees aware that such a negative incentive is not a means of display, but very good to maintain labor discipline of enterprises.3 Negative psychological motivations of employees is greater than the impact of recurrent excitationIs the so-called incentives are in line with the organizational goals of individual acts of reward expectations in order to make more of such acts appeared to raise the enthusiasm of individuals, mainly for employees, such as reward and recognition. However, employees are inspired to gradually dilute the psychological impact, especially for high-paying white-collar class, a survey showed that in China, a monthly salary of 5,000 Yuan higher than the class, for the reward in 10% of the amount of incentives, the overwhelming majority of staff "No feel" because of higher relative to their total remuneration for this award is insignificant, it is hardly surprising that they do not care, and often will fall into the hands of recognition used to "inertia" of the trap. And the psychological impact of negative incentive is huge and has a dual nature, from the physical point of view, under normal circumstances would have been able to get was not punishment, is a double loss and, more importantly, the spirit by combat, psychological fluctuations can be imagined, business incentives is the way through the negative psychological impact from the impact of their actions to achieve the purpose. As in the previous case, a late white-collar workers was 100 Yuan and deduction notice is very worried about this white-collar employees to change his awareness of his psychological impact was not able to be measured by money.4 The positive effect of negative incentivesSimply understood literally, it is often thought to play a negative incentive effect is negative, on the contrary, we in the enterprise management process is to play a positive effect of negative incentives. The above mentioned "stop line" or a warning to others, or all of the negative incentives or means to regulate employee behavior are, in order to conduct business management services. A few days ago, a research report that the current personnel management "can not post, the salary can be increased can not be reduced, the annualassessment is only good, competent, there is no or a very small number of incompetent," and many other phenomena have stemmed from not negative incentive system, which eventually led to a lack of passion and the entire collective vitality, creativity and enthusiasm is not high. Cases from the above analysis, the parties may be a punishment is negative, the negative side, but should be noted that if there are no such negative incentive measures, the wrongful act of a laissez-faire attitude of staff, we can imagine the fate of an enterprise will be How would, in fact, this is only a small number of people on the punishment, the effect is to enable enterprises to comply with the majority of "rules of the game", the positive effect is much larger than the negative effect; for the parties, the negative impact is only temporary, and only he recognized that errors and corrections, the final result is positive.5 The implementation of incentives can not be a negative biasIn the Constitution provides that "everyone is equal before the law," The same is true of negative incentives in the conduct of corporate management to achieve "equality before the negative incentives", which is the implementation of the incentive to be more accurate and appropriate degree of difficulty than Great. Negative incentives in the implementation is often different from the incentives, incentives are often biased in favor of the "icing on the cake," a little more less, less staff than accounting; and negative incentives are different, once the bias, employees will be over, will lead to enterprise management the authority of those who suffer, and even lead to ineffective corporate governance system. For example, an employee for being late, because employees can not be said that he was on his way traffic, there is no subjective error and give up their punishment, or the next because of "traffic" will be late, more and more managers because it is impossible to implement really traffic, managers can also be understood: As it is known that the peak period of work may be traffic congestion, why can not this early point of departure? Should not vary from person to person, such as a wife or relatives leadership to give up their punishment for being late, then all the systems will be a mere formality, corporate governance, sink into a chaotic state.6 In the face of negative incentives to managers to lead by exampleLeadership as a business, managers should be willing to "loss" itself, it is necessary to accompany staff to accept the burden of responsibility should be to enable the staff will not be convincing. In the power industry for many years of day-to-day management of the "monthly economic assessment methods accountability" and "Points management regulations" are two well-established management practices, these two approaches to the conduct of employees as defined in detail, the vast majority the majority of negative incentive measures, a smallnumber of positive incentives, which is a good part of punishment for the next level of employees, higher level managers to be a certain percentage of the associated penalties, since the theory is wrong on the lower level employees at least bear management responsibility, the penalties associated with negative incentive measures to implement greater interoperability, the higher level can say. There is also a subordinate enterprises, the establishment of the "three German banks" management approach, that is, professional ethics, social ethics and family virtues, and management areas within the eight-hour extension from the outside to eight hours to count each and every member of the "three ethics" of the gold, as a punishment "Three Morals" of loan interest, deposit interest rates as a reward, but the leadership of more severe joint and several liability, "Three Morals" of points is the average of employees, by employees of the system greatly recognition.1. One of the principles: incentives to vary from person to personBecause of the different needs of different staff, therefore, the same incentive effects of policy incentives will play a different. Even with a staff, at different times or circumstances, will have different needs. Because of incentives depending on the internal and the subjective feelings of the staff is, therefore, incentive to vary from person to person.In the formulation and implementation of incentive policies, we must first investigate each employee clearly what is really required. Required to organize, classify, and then to formulate appropriate policies to help motivate employees to meet these needs.2. Two principles: appropriate incentivesAppropriate incentives and penalties will not affect the incentive effect, while increasing the cost of incentives. Award overweight employees would have to meet the mood of prideand lost the desire to further enhance their own; reward incentives too light will not achieve the effect, or so employees do not have a sense of attention. Heavy penalties are unfair to make employees, or loss of the company's identity, or even slow down or damage arising from the emotions; leniency error will underestimate the seriousness of the staff, which will probably make the same mistake.3. The principle of three: fairnessThe fairness of the management staff are a very important principle, employees are any unfair treatment will affect his mood and work efficiency, and effectiveness of the impact of incentives. Employees to obtain the same score, we must receive the same level of incentives; the same token, employees committed the same error, but also should be subject to the same level of punishment. If you can not do this, managers would prefer not to reward or punishment.Managers deal with employees at issue, must have a fair mind, should not have any prejudices and preferences. Although some staff may allow you to enjoy, some you do not enjoy, but at work, must be treated equally and should not have any of the words and acts of injustice.1. Stimulate the transfer of staff from the results of equal to equal opportunities and strive to create a level playing field.For example, Wu Shimon at IBM from a clean start with the people, step by step to the sales clerk to the district person in charge, General Manager of China, what are the reasons for this? In addition to individual efforts, but also said that IBM should be a good corporate culture to a stage of development, that is, everyone has unlimited opportunities for development, as long as there is capacity there will be space for the development of self-implementation, which is to do a lot of companies are not, this system will undoubtedly inspire a great role of the staff.2. Inspire the best time to grasp.- Takes aim at pre-order incentive the mission to advance incentives.- Have Difficulties employees; desire to have strong demand, to give the care and timely encouragement.3. Want a fair and accurate incentive, reward- Sound, perfect performance appraisal system to ensure appropriate assessment scale, fair and reasonable.- Have to overcome there is thinning of the human pro-wind.- In reference salary, promotions, awards, etc. involve the vital interests of employees on hot issues in order to be fair.4. The implementation of Employee Stock Ownership Plan.Workers and employees in order to double the capacity of investors more concerned about the outcome of business operations and improve the initiative.Modern human resources management experience and research shows that employees are involved in modern management requirements and aspirations, and create and provide opportunities for all employees is to mobilize them to participate in the management of an effective way to enthusiasm. There is no doubt that very few people participated in the discussions of the act and its own without incentives. Therefore, to allow trade unions to participate in the management of properly, can motivate workers, but also the success of the enterprise to obtain valuable knowledge. Through participation, the formation of trade unions on the enterprise a sense of belonging, identity, self-esteem and can further meet the needs of self-realization.Set up and improve employee participation in management, the rationalization of the proposed system and the Employee Stock Ownership and strengthening leadership at all levels and the exchange of communication and enhance the awareness of staff to participate in ownership.5. Honor incentiveStaff attitude and contribution of labor to honor rewards, such as recognition of the meeting, issued certificate, honor roll, in the company's internal and external publicity on themedia reports, home visits condolences, visit sightseeing, convalescence, training out of training, access to recommend honor society, selected stars model, such as class.6. Concerned about the incentivesThe staff concerned about work and life, such as the staff set up the birthday table, birthday cards, general manager of the issue of staff, care staff or difficult and presented a small gift sympathy.7. CompetitiveThe promotion of enterprise among employees, departments compete on an equal footing between the orderly and the survival of the fittest.8. The material incentivesIncrease their wages, welfare, insurance, bonuses, incentive houses, daily necessities, wages promotion.9. Information incentivesEnterprises to communicate often, information among employees, the idea of communication, information such as conferences, field release, and enterprises reported that the reporting system, the association manager to receive the system date.译文：绩效考核与员工激励众所周知，激励制度是现代企业制度的核心内容之一，是确立企业核心竞争力的基石，是企业管理中的精髓组成部分。
人力资源论文 国营企业与民营企业激励机制比较研究
毕业设计（论文）题目：国营企业与民营企业激励机制比较研究学院：经济管理学院专业：07人力资源管理学号：07030329姓名：何琼琼指导教师：于江莲老师2010年6月10日目录摘要 (4)研究背景 (6)研究内容 (7)（一）国营企业与民营企业在我国现今社会中性质 (7)1.1 从是否拥有高度的社会责任方面看 (7)1.2 企业发展关键是企业是否有好的负责人 (8)（二）激励机制实施制度比较研究 (9)2.1 国营企业的激励机制 (9)2.2 民营企业的激励机制 (9)2.2.1 权益层激励 (9)2.2.2 经营管理层激励 (9)2.2.3 基层员工激励 (10)（三）激励机制现状比较研究 (10)3.1 国营企业激励机制现状 (10)3.1.1 从薪酬激励方面来看 (10)3.1.2 从精神激励方面来看 (11)3.1.3 从实施股权激励机制看 (12)3.2 民营企业员工激励机制现状调查及分析 (12)3.2.1 民营企业选人、用人和留人三个方面分析 (13)3.2.2 新旧观念冲突 (14)3.2.3 薪酬问题引发矛盾 (14)3.2.4 工作环境差异导致心理失衡 (14)（四）完善企业激励机制措施比较研究 (14)4.1 完善国营企业激励机制的措施 (14)4.1.1 建立年薪制 (14)4.1.2 改进薪酬体系 (15)4.1.3 股票期权激励机制 (15)4.1.4 多跑道、多层次的激励机制 (18)4.1.5 规范的职工技能评测体系和奖励制度 (18)4.1.6 培养员工的自我激励能力，提升企业内聚力 (20)4.1.7 综合运用各种激励方式随时改变激励策略 (22)4.2 完善民营企业激励机制的措施 (23)4.2.1 从民营企业公司治理结构的角度 (23)4.2.2 从现代企业人力资源管理的角度 (24)4.2.3 从具体实施角度分析 (24)4.3 运用激励机制必须遵循的基本原则 (26)4.3.1 激励要渐增 (26)4.3.2 情境要适当 (26)4.3.3 激励要公平 (26)4.3.4 尊重人的需要 (26)4.3.5 物质激励与精神激励并重 (27)4.3.6 激励与约束相结合 (28)4.3.7 激励手段和激励效果的一致 (28)全文总结 (29)致谢 (30)【参考文献】 (31)注释 (32)激励制度是现代企业制度的核心内容之一，是确立企业核心竞争力的基石，是企业管理中的精髓组成部分。
员工激励机制外文文献翻译
员工激励机制外文文献翻译(含：英文原文及中文译文)文献出处：Public Personnel Management, 12(2):159-166.原文Performance Appraisal as a Guide for Training and Development: A Research Note on the Iowa Performance Evaluation SystemDennis DaleyIowa State UniversityThis paper examines one facet of performance appraisal-its use as a guide for the drafting of employee training and development plans. The scope is limited in that it excludes any consideration as to whether these plans are actually implemented. Our interest focuses only on the extent to which supervisors endeavor to assist employees in correcting or overcoming weaknesses and in enhancing or developing perceived strengths. The findings reported here are based on a 1981 monitoring of the performance appraisal system used by the State of Iowa.As civil service reform has been instituted in one jurisdiction after another in order to further assure objective, performance based personnel practices, performance appraisal has emerged as one of the key issues in the personnel management of the 1980s. This heightened sense of importance and seriousness has, in turn, led to a renewed interest in the study of the actual workings of performance appraisal systems.The uses to which performance appraisal can be put are myriad. The recent Civil Service Reform Act of 1978 serves as a model in this respect. Here we find enunciated what may be taken as the typical orientation toward the uses of performance appraisal, recommending that personnel managers and supervisors "use the results of performance appraisal as. a basis for training, rewarding, reassigning, promoting, reducing in grade, retaining, and removing employees." Performance appraisal systems can also serve to validate personnel testing and selection procedures, although such systems are themselves also subject to affirmative action validation requirements.The economic recessions of the 1970s and 1980s have placed significant restraints on these uses, however. The imposition of hiring freezes, the diminishment of promotional opportunities, the advent of reductions-in-force, and the near abandonment of merit pay provisions by financially strapped governmental entities have contributed to the loss of enthusiasm for performance appraisal in many quarters. Under such circumstances, performance appraisal一limited in its use to the more negative functions of employee evaluation-takes on the dreaded image ascribed to them by Douglas McGregor (1957).In their search to salvage something positive from amidst these circumstances personnel specialists have alighted upon the use of performance appraisal as a guide for employee training and development. This offers them the opportunity of providing public employees with a service that employees view as beneficial. Although public employees have shown little confidence in specific performance appraisal systems or in the managerial abilities of those responsible for their implementation (McGregor, 1957; Levinson, 1976; Nalbandian,1981), they have tended to demonstrate a more favorable attitude when the purpose of performance appraisal has been perceived to be employee development (Decotiis and Petit, 1978;Cascio, 1982).This, of course, still poses a significant problem to a multipurpose system such as that found in the State of Iowa. Disenchantment or distrust with one aspect of the performance appraisal system may significantly contribute to the weakening of the entire evaluation system.THE IOWA PERFORMANCE EV ALUATION SYSTEMIn all public service systems employees are evaluated periodically; most often this is done informally. The introduction of formal systems of performance appraisal, usually in addition to continued informal assessment, is a relatively recent event. Formal systems of performance appraisal are designed to provide a systematic and objective measure of individual job performance and/or potential for development.Although the use of formal performance appraisal in Iowa can be traced back at least to the early 1950s (limited, for the most part, to such rudimentary methods as the essay or graphic rating scale), these occurred within a fragmented setting. Individualdepartments and agencies retained descretion over the choice of such personnel practices until well into the 1960s.Under Governor Harold Hughes (1963一1969) a number of efforts were undertaken to strengthen the executive. Among these reforms was the creation of the State Merit System of Personnel Administration, administered by the Iowa Merit Employment Department, in 1967. Even so, there were numerous exemptions limiting the extent of its coverage, both in terms of separate merit systems outside its jurisdiction and of patronage appointments.The executive reform movement was continued throughout the lengthy service of Governor Robert Ray (1969-1983). Strong executive support was placed behind the development of the personnel system. Governor Ray unsuccessfully advocated expanding the IMED jurisdiction through the elimination of the existing coverage exemptions and by integrating the separate merit systems into an executive personnel department. Notwithstanding the somewhat 1imited success of recent Iowa governors, the basis for a professionalized public service was established during those years.One reflection of this basis is the fact that the use of a statewide appraisal-by-objectives system was inaugurated in 1977. The implementation of this system followed the introduction of the management-by-objectives concept among a number of the larger state agencies. Since appraisal-by-objectives is a specific application or extension of the MBO approach, it was felt that by this means executive support for performance appraisal could be more readily obtained. It is known, of course, that the lack of managerial support is a significant contributing factor in the failure of many performance appraisal systems.The Iowa performance evaluation system is an ideal-typical descriptive example of the appraisal-by-objectives technique. The introduction of this approach in 1977 was accompained by a series of training sessions (Burke, 1977) and supported with supervisory and employee handbooks. However, training for new supervisors and periodic "refresher courses" appear to have been given a low priority in Iowa, as is generally the case in public sector personnel systems. Iowa's use of appraisal-by-objectives is designed as a participatory system. Employee participationis a hallmark found among most modern management approaches and has been linked to successful public sector performance appraisal systems (Lovrich, et al，1981).The Iowa performance evaluation process is initiated with joint completion of "Section A: Responsibilities and Standards/Results Expected" (also referred to as the "job description") by the supervisor and employee. This is the first of three sections included in the performance appraisal form/process. Section A is completed at the beginning of the annual appraisal period while sections B and C are written up at its conclusion. The employee is to be given prior notice of the conference and supplied copies of previous evaluation for use as guides.Eight to ten major responsibilities (four to five is the norm) are to be selected and，written down in a results-oriented format with specific standards by which the achievement of these results are to be measured. These individual responsibilities are weighted through the use of an additive formula which factors in the time spent on each task and the evaluation of its importance or the consequence of error (a five point Likert-type scale is used for both). The overall employee rating is the weighted average of these individual responsibility ratings(also based on a five point scale).In the event that these responsibilities need to be subject to modification due to changing circumstances, a new Section A would be prepared by the supervisor and employee. During the course of the evaluation period the supervisor is also encouraged to use a "critical incident" approach. Both formal (with written copy inserted into the employee's file) and informal communications between employees and supervisors are encouraged. For negative incidents it is important that a record of corrective action be documented; employees must be notified if they are doing something wrong and the supervision must indicate how they can correct their behavior.At the end of the evaluation period, again following advanced notice, the employee and supervisor meet to discuss the employee's job performance in light of the responsibilities outlined in the employee's Section A. Worksheets are used at this meeting with a formal evaluation prepared only afterward. At this appraisal interview the supervisor discusses "SectionB: Performance Review/Rating" with the employee.Employees are also given the opportunity to formally comment on the final evaluation form. Historically only five percent do so,of which under two percent can be classified as negative comments."Section C: Summary of Total Job Performance and Future Performance Plans" is also completed at this time. Basically, this is an essay evaluation. The supervisor is provided the opportunity to list the employee's "areas of strength and those "areas needing improvement." In the latter instances "training and developmental plans" for correcting these are supposed to be filed.DATA COLLECTIONIn conjunction with its implementation efforts the Iowa Merit Employment Department engaged in a two-year monitoring of its appraisal-by-objectives evaluation system. The results of this monitoring project, involving the sampling of performance appraisals submitted in between July 1978 and December 1979, were reported to state officials in January 1980.The first monitoring project led to a number of minor changes in the performance evaluation system. For most part these modifications represented "word changes;" e.g., instead of list ing” employee weaknesses," "areas needing improvement" were prescribed.This study is based on the results of a second monitoring project conducted by the IMED. The questions addressed in this study were, in part, raised by the first monitoring project. While the first monitoring focused primarily on the basic or general implementation of the performance evaluation system (i.e., was there compliance with the mandated requirements?), the second is more concerned with how well it is working. The format used here is that of "action research" or "troubleshooting" (Starling, 1979, pp. 495一514; Rossi and Freeman, 1982). IMED staff served as judges who assessed the qualitative aspects of performance appraisals.A stratified approach to sampling was employed in order to assure that sufficient supervisory, professional and managerial appraisals were included. The resultant data base consisted of 535 performance appraisals submitted between July and December of 1981.DATA ANALYSISThe primary results assessing how well Iowa's performance appraisal system is working are reported elsewhere (Daley, 1983). This paper focuses only on those aspects related to the specification of training and development plans.Because Iowa employs a multipurpose approach in the use of performance appraisals it is hardly surprising that there are many instances, 43 percent of those monitored, in which no training and development are specified. This, however, poses the task of somehow separating the cases in which training plans should most definitely be present.A supervisor may choose to list training and development plans for three reasons. First,unrelated to any individual strengths or weaknesses, he may choose to use this performance appraisal section as a memo or reminder of a training activity which all employees are routinely given. The inclusion of such activities in an "official" performance appraisal may serve to provide added political weight in order to insure their being performed; it is all to easy amidst the pressing, day-to-day concerns of administrative firefighting to let training and development activities slide off the edge.Second, supervisors may choose to promote employee development. They may either pickup on some strength an individual already possesses or for which he may have an aptitude and attempt to polish, refine, or enhance those skills. While this is not an automatic relationship, not all "strengths" would require additional or follow-up training, it is important for both organizational and individual well-being. Obviously, such activities benefit the organization by increasing its administrative or technical capacity. One can also expect that the individual employee benefits through material rewards and/or enhanced self-esteem. As such, this represents one of the positive uses to which performance appraisal can be put. Hence, it has an added importance.Finally, training plans should be specified in those instances in which a supervisor notes that an employee "needs improvement." As such remarks may become the basis for an adverse personnel action (reassignment, reduction in grade, removal, etc.) it is legally incumbent that the state demonstrate that it has made a good faith effort to correct such deficienties. Due process demands that public employeesnot be dealt with a "star chamber" fashion. An employee cannot be expected to correct inadequate work behaviors if he is neither told that they are inadequate nor, it told, not instructed or assisted in how to correct them. In monitoring Iowa's performance appraisals room was allowed to record up to three "strengths" and "areas needing improvement" for each employee. Supervisors tended to list employee strengths twice as often as they detailed areas needing improvement (1223 to 506),and as one would expect there is a pronounced tendency to note both strengths and areas needing improvement vis-a-vis individual employees (58 percent of the monitored appraisals combine both strengths and areas needing improvement).A count of the number of listed strengths and areas needing improvement was made use of (zero to three for each variable) in analyzing this data. While this fails to measure the importance or significance of each strength or area needing improvement, it was felt that in some way the number of such instances would be related to or a rough indicator of the overall seriousness underlying the specification or training plans (i.e., as the number of instances increased so would the need for a training plan to be specified).Furthermore, training plans were judged not only as to their existence but also as to whether they were deemed to represent a "poor" or "good" relationship between the plan and the listed strengths and areas needing improvement. The nature of this relationship may also be interpreted in terms of partial or full compliance. "Good" plans would be seen as following-up on the listed strengths and/or areas needing improvement and, hence, as complying with the personnel system's intention to use performance appraisals as a guide for training and development.In addition to the above analysis the count of strengths and areas needing improvement were also compared to the rounded performance ratings given to each individual. It was felt that there should be evidence here, too, albeit tangential in nature, of a relationship; those employees garnering more mentions of strengths and/or of fewer areas needing improvement should possess higher ratings.中文译文绩效考核为导向的培训和发展: 在爱荷华州的绩效评估系统的研究报告丹尼斯·戴利爱荷华州立大学本文探讨的是一个方面的性能评估的使用作为一个指南起草员工培训和发展计划。
毕业论文外文文献翻译-上市公司股权激励问题研究论文文献翻译-中英文论文对照翻译
中文3400字外文文献原文题目：上市公司股权激励问题研究Listed Companies Incentive Research1、Overview of equity incentive1.1 The definition of equity incentiveEquity incentive is obtained in the form of company shares by operators to give business owners a certain economic rights, enabling them to participate in corporate decision-making capacity as shareholders ﹑ risk, profit-sharing, so that due diligence services for the company's long-term development of an incentive method .1.2 The role of incentive stock options1.2.1 The incentivesSo be excited owned a minority share of enterprises with equity this link will be excited with the interests of those companies closely tied together, to achieve long-term incentive for operators to enable them to actively andconsciously in accordance with established enterprise requires that the target in order to achieve corporate interests and maximize the interests of shareholders and work hard, releasing the potential value of their human capital, improve capital operational efficiency, increase productivity, enhance cohesion and minimize monitoring costs.1.2.2 Confinement effectConstraints role is mainly manifested in two aspects, one is excited because the owner has been formed by "a prosperity, a loss for both sides," the interests of the community, if the operators do not work hard or because of other reasons, to the detriment of the interests of enterprises, such as the emergence losses, the operators jointly with other shareholders share the same loss of business; the second is through a number of constraints (such as restricted stock) so that those who can not lightly be excited to leave --- if they are excited by leaving before the contract expires, it will lost a small fortune vested economic interests. 3. Stability and winSince the equity incentive tools for incentive target vesting conditions are included with limited service period,it can not easily leave. Especially for executives and technology backbone, the backbone of sales and other "key employees" equity incentive efforts tend to be larger, so the equity incentive for stability "key employees" role is relatively obvious. Enterprises and employees to achieve a long-term stable cooperation, combining to form a community of interests and win-win for individuals and businesses.2、The problem and cause analysis of listed companies equity incentive2.1 A listed company equity incentive Problems2.1.1 The implementation of restricted stock incentiveFrom December 20, 2007 start of the second batch of incentive, a total of 26 listed companies announced equity incentive plan, as of the end of 2008 all 26 company's share price fell below the exercise price. But unlike 2008, in 2009 only two companies to cancel and deny the equity incentive plan. 2008 between a high proportion of the company proposed a termination causes the implementation of restricted stock incentive plan, mapping out from the other side, there are some issues of equity incentive implementation process inevitable.2.1.2 Assessment of equity incentive target singleFound from the table below, the vast majority of listed companies is currently the object of the assessment is based on incentive-based accounting indicators, and most of the company adopted the 2-3 financial indicators, ie mainly in the net profit growth, return on net assets was the main indicators. Presence resign cash incentive target behavior. Along with executives of listed companies is a large number of equity incentive boom executives to resign cash. 2007 Annual Report of the shares of three flowers disclosures show that in March 2006 the resignation of a former vice president of the company, two directors, 2007 were reduced holdings of shares held by all three spent 88.83 million shares and 50.10 million shares; the company's former chairmanin April 2007 resigned as chairman and director, 5,650,000 shares of its order, "senior shares" form has been automatically locked unlocked in the November 9, 2007, to obtain tradable. Although executives of listed companies can not assert that the main reason for the resignation is to cash in, but does have a large number of shares of a listed company but does not have a controlling interest motives executives exhibited strong cash holdings worth alert.2.2 Equity Incentive Cause Analysis of Listed Companies2.2.1 The stock option exercise price is set improperly influence the incentive effectStock option plan can achieve the incentive for operators as well as the degree of excitation depends on the development of the exercise price, the exercise price and the right line again equity incentive is based on the company's stock price. When the market effectively, operators work hard to enable enterprises to enhance the performance, stock prices can reflect this change, the operator will be able to profit through the exercise of stock options and therefore be able to achieve excitationfunction. If the market is not valid, the stock prices on the operator's operating performance and business value is not sensitive to reflect or even negative changes in the stock price depends not only on factors that efforts managers themselves, macroeconomic, industry and other effects on stock prices are very large, which there may be significant variation in the development of the exercise price, the operator may operate through efforts to improve the performance of the company, after rising corporate value, while the stock price has not fully reflected, which would harmthe interests of the operator's option dampen their enthusiasm. Therefore, the price should be set at Excluding the impact of stock option system factors, overall economic fluctuations during dynamic exercise price is determined, enhance the effectiveness of incentive stock options.2.2.2. The enterprise performance evaluation system is imperfectCurrently launched equity incentive program, the factors considered by the operator performance evaluation is not comprehensive, focused primarily on the evaluation of financial performance (using only the financial indicators), indicator is relatively simple, almost are ROE and net profit growth for the evaluation. Financial evaluation reflect only the results do not reflect the process will result in an excessive focus on the history of corporate management, and the lack of future performance prediction, one-sided pursuit of profitability temporarily obtain and maintain short-term financial results, contributing to its quick success and short-term speculative behavior . So that investors can not fully understand the business situation is not conducive to optimal allocation of capital, partly the result of excessivefocus on financial performance of the enterprise, while ignoring relevant matters affecting the long-term development of enterprises. Therefore, in the assessment and evaluation of incentive targets should also be added to the non-financial indicators.2.2.3 Equity Incentive mechanism is not perfectInternal governance structure of listed companies is a bit confusing, ownership of the property rights system resulting in the absence of confusion, a lot of executive directors of listed companies to participate in the decision-making of the Remuneration Committee, the Chairman of the Remuneration Committee led by the chairman or part-time parent, that the development of Executive Incentive Plan members of the "remuneration Committee" overlap with senior executives enjoy incentives, in essence, become his own incentive to develop their own standards.Makers with the incentive target equity incentive plan no separation, coupledwith the lack of effective supervision of shareholders, resulting in a lower equity incentive threshold, executives were generally enjoy the incentive, equity incentive becomes a disguised equity dividends. In the designof the exit mechanism and associated restrictions on the more relaxed, equity incentive shorter validity period, executives in the short term will be able to get a lot of benefits through exercise, a phenomenon with a long-term equity incentives contrary, so China's listed companies equity incentive plan for internal constraints useless.3、The shares of listed companies the incentive problem solving strategies3.1 Improve the corporate governance structureCorporate governance is imperfect, the introduction of equity incentive under "internal control", the operators set their own salary for a given situation stocks, damage to the company and shareholders interests inevitable. Sound corporate governance structure of listed companies is an important basis for the healthy operation of the system, but also the role of equity incentives necessary condition for the establishment of an independent director system, supervisory board on major issues of personnel, payroll, and other strategic decisions of legality, impartiality, independence; set up a board system to ensure that the overall interests of the internal corporate governance-related decision-makinglevel, the Board of Directors for the company, but also to ensure the supervision of the management of the Executive Board of the effectiveness of decision-making and more; the establishment of internal control system, the business activities of the enterprise to effectively control ; set up an audit committee system of internal financial operation mechanism effectively regulated. In order to avoid the Supervisory Board and board personnel due to the long "run" so that constraint failure, the Board of Supervisors should adopt the rotation system, every three years or five years to conduct a personnel adjustments.3.2 Improve the independent director systemChina's listed companies are hired basically independent directors of listed company's internal business play a supervisory role, but the time of the introduction of the independent director system is short, various ancillary systems and the external environment is not perfect, to a certain extent, restricted its full play. Many companies are major shareholders or management proposed by the independent director candidates to the Board, on behalf of the board of directors nominated again, this mechanism is difficult toguarantee the nomination of independent directors independent of the major shareholders and management, independent directorsindividual independence and the independence of the whole affected, resulting in weakening of the board control. There are a lot of independent directors lack experience in corporate management, are not familiar with the operation of the enterprise, it is difficult to assume the important task of supervising the business operation, but also for a variety of considerations listed companies, try not to provide less detrimental to the company's offer information, even deliberately not notified of independent directors to attend board meetings, causing the independent directors can not get enough information, resulting in right of independent directors is difficult to be assured that it is difficult to play its role.3.3 The implementation of the concept of corporate culture Incentive3.3.1 Shaping corporate culture inspired by the spirit.Corporate culture is the sum of the spirit of enterprise culture, institutional culture and material culture, is suitable for the characteristics of the philosophy of theorganization long-term business development process gradually, due to the excellent corporate employees can bring a strong sense of belonging, pride and positive mental state, so the corporate culture has become an important means of shaping contemporary entrepreneurship incentives. After the employee into the enterprise, regular staff training enterprise value, philosophy and often organized team activities within the enterprise, enhance the sense of honor, so that employees truly appreciate the individual and the collective community formation, so that employees have the power to dedicate to companies contribute their abilities.3.3.2 The use of corporate contributions to enhance their sense of belonging value methodEnhance their sense of belonging to the cumulative contribution value by establishing enterprise employees archives way, every employee will be set into the enterprise's contribution to the value of their corporate archives, unified management by the Ministry of Personnel. Companies must have a complete evaluation system, the basic idea is the contribution of staff of the enterprise value divided by thecumulative contribution reflects the value of the contribution of each one into a value.In the scoring system set up team points and individual points system, the two do not conflict, you can repeat accumulate. Each workshop or department can become a team, business has a corresponding assessment indicators for each team, each team has a minimum monthly for 10 points, that overall absenteeism rate within the normal range can be obtained; financial performance, if the team can complete the task monthplus 50 percentage points higher than the target will be reflected in the extra points, for example, if the target production workshop this month 100 products and defective rate below 2%, the actual completion of 200 products and defective rate below 2%, the month everyone on the team will add points 50 + 50 × (200- 100) / 100 = 100.End of each year for accounting and personnel departments and various departments each year for contributions to the value of the enterprise, while the cumulative contribution value is calculated according to the level of contribution to the value determined when the companies named a number of excellent staff and excellent team of the year, due to thenature of each department, employee the number of different factors such as the proportion of outstanding employees have assigned different personnel department needs to be weighed carefully. Excellent staff and excellent team for the annual contribution to the value of the bonus points there, while accompanied by material incentives (such as cash incentives, equity incentives, etc.文献译文题目：上市公司股权激励问题研究一、股权激励概述(一)股权激励的定义股权激励是通过经营者获得公司股权形式给予企业经营者一定的经济权利，使他们能够以股东的身份参与企业决策﹑承担风险、分享利润，从而勤勉尽责地为公司长期发展服务的一种激励方法。
员工激励机制外文文献翻译最新译文
员工激励机制外文文献翻译最新译文文献出处：Barney J B. The employee’s incentive s mechanism in small and medium-sized enterprise[J]. Academy of Management Review, 2016, 31(7): 464-476.原文The employee’s incentive s mechanism in small and medium-sized enterpriseBarney J BAbstract"Incentive" is a psychological term, psychologists point out that all behavior is caused by the motivation of associated with it, as one of the person's state of mind, this motive for human behavior has the effect of reinforcement, vertebral move and inspire, known as a motivation. Incentive is mainly to inspire people to inner potential, cause people intelligence, mobilize people's enthusiasm and creativity. In this paper, the construction of small and medium-sized enterprise employees incentive mechanism problem. From the use of different ideas, different angles, for enterprise employees incentive. Staff incentive mechanism is through the system, rational system to reflect the interaction between incentive subjects with incentive object, is the enterprise connect the ideal into reality. Small business managers should learn effective research method for reference, targeted to solve their practical problems, and strive for a breakthrough in terms of theory. In the research and construction of small and medium-sized enterprise incentive mechanism on the road to constantly innovation, divergent thinking, from surface to inside, and realize the goal of research. And summarizes a set of suitable for small and medium-sizedenterprises for effective incentive mechanism, to promote the vigorous development of small and medium-sized enterprises.Keywords: small and medium-sized enterprises, incentive mechanism, staff requirementsIntroductionIn the increasingly fierce competition, more and more small and medium-sized enterprises begin to realize enterprise's competition is talented person's competition,actually only attach importance to talents, pay attention to the development of human resources management, to constantly improve their own core competitiveness, make the enterprise in the incentive competition advantage. However, the construction of the incentive mechanism is the core of the construction of enterprise human resources management, and enterprise operation of each link, and employees are closely linked. Use reasonable effective employee incentive mechanism to attract talent, formed a set of scientific, perfect enterprise candidates, choose and employ persons, cultivate people's human resources management system, is to motivate employees continuously enterprising, the key to motivate staff morale; Is in motivating talents plays an important role in promoting the competition to attract talent, retain talent; Is to guide employees to establish scientific, and the basis of the strategic target of enterprise organization goal is consistent. But most of the small and medium-sized enterprise development history is short, the lack of management experience, management system is not mature, the understanding of human resource management is not deep, incentive mechanism is not sound, for enterprise employees cannot give a sufficient motivation, to arouse the enthusiasm of employees, lead to the market competition ofenterprises is relatively weak. Therefore, how to strengthen the management of human resources, to establish scientific and effective employee incentive mechanism, and reasonable use of scientific and effective incentive mechanism, attract talent, talent of education development, to prevent the brain drain becomes the key to enterprise core competitiveness.In the face of increasingly fierce market competition, establish a scientific and reasonable employee incentive mechanism for the production and business operation and sustainable development of enterprises play a vital role. Only retain talent, and fully mobilize the enthusiasm and initiative of employees, play employees' creativity, to constantly strengthen the enterprise core competitive power, to give priority to occupy talent highland, finally to make small and medium-sized enterprises in the fierce competition of modern society.Summary of incentive and incentive mechanismThe meaning of incentiveAs a social people are engaged in all behaviors are caused by some kind of motivation, desire, motivation, desire is a kind of mental state, through the role of the mental state can inspire people to dig their own potential, fight, fight for the realization of self-worth. Incentive mechanism as one of the important content of enterprise human resources management has an irreplaceable role. In the enterprise staff work enthusiasm, motivation and ability to work effectively and use is one of the important factors of enterprise sustainable development, enterprise managers through scientific and effective means and ways of reasonable use of limited resources, to understand employees at the level of the rationalization of demand and, in turn, meet the demand of employees of rationalization, tomotivate, inspire and guide the enterprise staff's work enthusiasm, goal setting and enhanced to enterprise's loyalty, to achieve the strategic goals of the enterprise management process. Motivation mainly includes the trigger a desire, guide the target, etc.The meaning of employee incentive mechanismEmployee motivation is to use some kind of external cause, use all kinds of effective measures to meet the diverse needs of employees or restrict, and through certain rules and regulations to regulate and constraint, penalties, employees, motivate employees, to constraint employee morale and employee motivation, arouse the enthusiasm of work, desire, etc., make the person has an inner motivated employees can form a certain goal, and keep a high mood and actively state to the desired goal of psychological process. This process relies on a system we defined as incentive mechanism can also be called incentive system. Incentive system concrete application in the process of the employee's incentive, in the process of the interaction, constraints, and incentive results closely linked to a kind of comprehensive function. In terms of enterprise employees incentive mechanism its essence lies in through scientific, perfect system construction, promote employees in the direction of the organization to make persistent efforts. Staff incentive mechanism in the enterprise application is urge employees strive to achieve the strategic goals of the enterprise incentive system.The type of staff incentive mechanismIn the era of global competition and knowledge-based economy, more and moresmall and medium-sized enterprises gradually realized that the competition between the enterprises is the result of the talentcompetition, talent as a resource is the first of all resources. The sustainable development of small and medium-sized enterprises, fundamentally, mainly depends on the enterprise the competitive advantage of human resources. Employee’s incentive mechanism as one of the main content of human resource management, contains a lot of ways, it not only through the every link of the enterprise, but also closely connected with the employee's personal interests. Employee incentive way is not the same, one of the main forms are:Material aspects of the stimulusPhysiological needs is a kind of demand at the lowest level of all the requirements, it is mainly refers to people in their daily lives for clothing, housing, food, travel tools, air, water and other basic living needs and physiological needs. Physiological demand is people in social activities, maintain the basic survival motivation, the basis of the material aspects of the incentive is to be able to make people physiological demand and life needs are met. The implementation of the material incentive is can make employees work power source. Material things incentives also include wages, salary, promotion, bonuses, welfare, insurance, reward housing, echo managers in the use of employee wages, bonuses and other incentives in terms of money, should be aware of the value of money between employees have different value, cannot treat as the same, and each employee to earn the satisfaction is not the same, therefore, when using monetary rewards not should adopt the principle of distribution of average, should be targeted.Goal setting incentiveGoal setting incentive, namely through the guide staff according to their own actual situation to set realistic goals,causing employee morale, motivate and inspire employees to complete the goal setting and constantly struggle, make employees the purpose of energy. Staff has constantly encouraged by power and passion, striving to make progress constantly asked him to pursue higher goals. Managers in the process of human resource management, be good at discover employees inner expectations and goals, and moderate guide employees to achieve their goals and formulatedetailed implementation steps, the corresponding work objectives for each employee, the task assigned to each employee, can give employees the invisible pressure, in turn, into power, strengthening the staff's sense of responsibility. When employees own goal is to realize the satisfaction of, will strengthen their awareness of the enterprise goal, to strengthen the enterprise's loyalty, thus make the enterprise organizational goals be implemented step by step.The respection of incentiveThe respection of incentive is one of the most basic of incentives, is to speed up the staff passion of the catalyst. Respect for every employee, to win the respect of each employee and loyalty. As a manager to respect employees at all levels of the independent personality and value orientation, in particular, pay attention to the demands of grass-roots staff, timely grasp and meet the needs of staff rationalization, is the embodiment of the enterprises fully respect for employees, at the same time, the staff work hard, obey organization arrangement, is the employee feedback and enterprise managers' respect and obedience. Respect include mutual respect between employees, mutual respect between leadership and staff, between enterprises and enterprises such as mutual respect, the main performance formutual respect between superiors and subordinates, friendly atmosphere of mutual respect and promote the affection between staff, staff and leadership, strong force mouth among employees, between employees and leadership, make the enterprise team to better cooperation, strengthen team cohesion.The employee involvement of incentiveStaff participation motivation mainly refers to the enterprise should pay attention to the cultivation of enterprise employee ownership. Now the employees have to participate in the management of the appeal. As managers, establish reasonable mechanism of employee involvement, advice for mechanism and system of employee ownership, create and provide opportunity for employees to provide reasonable Suggestions for the development of enterprises, and the proportion of adopting staff have put forward opinions and Suggestions, and to adopt the opinions and Suggestions of certain rewards to employees, make employees really participate in themanagement of the enterprise, enhance the staff of the enterprise belonging, at the same time make the employees get the realization of self-worth, make employees in respect of expectations, the realization of self-worth, got fully meet the desire. At the same time, also can create more effective value for the enterprise. Can also set up the system of mutual selection between staff and departments, which respect the wishes of employees, allows employees to have jobs initiative, options, and conducive to business to choose jobs suitable for working people.译文中小企业员工激励机制研究Barney J B摘要“激励”是一个心理学词汇，心理学家指出人的所有行为是由与其相关联的动机所引起的，这种动机作为人的精神状态之一，对人类的行为有强化、椎动和激发的作用，人们称之为激励。
员工激励理论外文文献及翻译.
员工激励理论外文文献及翻译员工激励理论外文文献及翻译One-to-one-management companiesare run -- in a timely inversion of John Adams's ideal -- as organizations of men (and women), not of laws. Nonetheless, a few laws, or at least cultural traits, appear to govern many such organizations. Together those traits create an environment where employees' needs are known, sometimes anticipated, and served, justas customers' needs are known, sometimes anticipated, and served in CRM-focused organizations. What follows is a look at the rules by which one-to-one-management companies operate[2].3.2 It's All in the DetailHow do you build morale and a sense of corporate responsibility? In surprisingly small ways. Standing in the kitchen at Eze Castle Software, CEO Sean McLaughlin watches as one of his programmers sets milk and cookies on a table. It's 2:30 on a Wednesday afternoon. "Hang on, Parvathy," McLaughlin says to the employee as he opens the refrigerator door and pulls out an apple pie. "Put this out, too." When Parvathy is done in the kitchen, she flips some switches, andthe lights flicker all over the fifth floor. Almost instantly, programmers leave their cubicles and make a beeline for thekitchen.Then Parvathy jogs up a staircase and flashes the lights on the sixth floor. Account managers, salespeople, and assorted techies come downstairs and join their colleagues in the kitchen. When they arrive, McLaughlin is at the center of the steadily building crowd, dishing out the pie. Around him conversations spring up between colleagues who work in different departments. The topics range from work to social life to politics. Ten minutes later the lights flash again and it's back to work for the 90 employees in the Boston office of Eze.What's so remarkable about the staff of a developer of securities-trading software with $13 million in revenues taking daily milk-and-cookies breaks? Not much -- until you consider that the practice is part of a cultural shift engineered by the CEO, a shift that has profoundly changed the way he and his employees relate toone another. Perhaps more significant, the changes have affected how employees deal with the myriad little details that keep the six-year-old company grounded.原文请找腾讯3249114六-维^论,文.网Eze's transformation began last year, when McLaughlin realized to his chagrin that his once small and collegial company had -- because of accelerated growth -- begun acting like a large corporation. His employees no longer knew one another, and he himself was increasingly vague about who some of the new faces were. "In the early days I could get to know everyone," saysMcLaughlin.However, the CEO was most annoyed by the fact that his employees -- both old and new -- were beginning to behave with large-company sloppiness rather than with start-up frugality. "Back when we were small, if someone sent a FedEx, we all knew how much that was costing the company," McLaughlin says. He recalls noticing that things were changing when one employee approved paying a contractor $100 a month to water the company's five plants. Then there were rising charges from the company's Internet service provider because of excessive traffic on the corporate T1 line. The cause? Employees were downloading MP3 files to listen to music during the workday. It frustrated McLaughlin that employees weren't taking responsibilityfor their actions and for the ways in which those actions affected the company's bottom line[2].But last summer two things happened that spurred McLaughlin to make some changes.First, the Boston office lost both of its administrative assistants. One assistant quit and the other left a few weeks later. The two had stocked the supply room, sorted the mail, and welcomed visitors. The dual departures wreaked havoc. "The kitchen was out of milk, we didn't have any pens in the supply cabinet, the reception area looked like crap," McLaughlin says.Then came the World Trade Center attacks. Though McLaughlin had long been brooding on how to reverse Eze's fat-cat habits, he had yet to act. He says that 9-11, and the "what are my priorities" thinking it engendered, "created an environment where it was easy for me to initiate a change."The change he had in mind was inspired by a visit to his daughter's kindergarten class. There he saw how the teacher divided the cleanup tasks among the children by posting a rotating "chore wheel." McLaughlin thought the wheel was just the thing to clean up the mess and teach his employees a little corporate responsibility. But he also wanted to institute something that would help improve camaraderie. That's where another kindergarten institution, the milk-and-cookies breaks, came in. "I wanted to build relationships among the employees, to make them feel more company morale," he says.上一页[1] [2] [3] [4] [5] [6] [7] [8] [9] 下一页。
工商管理本科毕业论文-国有企业员工激励机制的探讨
UNIVERSITY OF ELECTRONIC SCIENCE AND TECHNOLOGY OF CHINA 学士学位论文BACHELOR DISSERTATION论文题目国有企业员工激励机制的探讨学生姓名学号专业工商管理学院机电工程学院指导教师指导单位2009年12月21日1摘要近年在国际金融市场的影响下，国有企业作为现代社会中不可缺少的组成部分发挥着越来越重要的作用。
在企业发展过程中，人力资源起着决定性的作用。
而建立有效的激励机制，增强员工的积极性和创造力，是企业持续发展的根本。
本文就对我国国有企业员工激励的现状进行了研究，针对国有企业员工激励机制存在的常见问题进行分析，并提出建立完整的国有企业激励机制的措施或对策，最后以海尔公司为案例说明了有效的激励机制产生的成效。
关键词：激励；激励理论；激励作用；激励机制；薪酬2ABSTRACTWith the effect of international money market in recent year, as an indispensable part of modern society, state owned enterprise is playing a more and more important role. In a developing enterprise, human resource is the final effect. And making an effectual incentive, building up employees’ positivity and creativity, which is the basis of the developing enterprise. This paper introduces general theories about incentive and analyzes the current condition of incentives on employees of state owned enterprise in our country. On the basis analysis of the common problem in state owned enterprises’ incentive, the paper recommends possible incentive measures or strategies. In the end, the paper takes haier as the case to prove the positive result of effective incentive mechanism. Therefore, the paper demonstrates that establishment of a scientific employee incentive mechanism has a very significant realistic meaning to employees and enterprise.Key words：Incentive; Incentive theory; Incentive function; Incentive mechanism; salary3目录第1章引言 ........................................ 错误!未定义书签。
浅谈企业激励机制问题及对策
浅谈企业激励机制问题及对策作者：马俊贤来源：《中小企业管理与科技·下旬刊》2020年第09期【摘 ;要】随着我国经济的飞速发展以及经济贸易全球化趋势的到来，企业的市场竞争越发激烈，企业的管理显得尤为重要。
但是当前多数企业对于激励机制并不重视，管理者理念过于传统、激励机制本身不尽完善、激励方式匮乏等阻碍激励机制作用的发挥。
因此，管理者需要对激励机制给予足够的重视，及时发现问题并予以解决。
基于此，论文通过解释激励机制的概念，对激励机制现存的问题进行分析，提出优化建议，以供参考。
【Abstract】With the rapid development of China's economy and the coming of economic and trade globalization， the market competition of enterprises is becoming more and more fierce， and the management of enterprises is particularly important. However， most enterprises do not pay much attention to the incentive mechanism at present. Managers' ideas are too traditional， the incentive mechanism itself is not perfect， and the incentive mode is deficient， which hinders the role of incentive mechanism. Therefore， managers need to pay enough attention to the incentive mechanism， timely find problems and solve them. Based on this， this paper， by explaining the concept of incentive mechanism， analyzes the existing problems of incentive mechanism， and puts forward optimization suggestions， for reference.【关键词】企业;人力资源管理;激励机制;问题;对策【Keywords】enterprise; human resources management; incentive mechanism; problems; countermeasures【中图分类号】F272.92 ; ; ; ; ; ; ; ; ; ; ; ; ; ; ; 【文献标志码】A ; ; ; ; ; ; ; ; ; ; ; ; ; ; ; ; ; 【文章编号】1673-1069（2020）09-0088-021 激励机制的内容及运行模式1.1 激励机制的内容根据激励的定义，激励机制包含五个方面的内容，分别是诱导因素集合、行为导向制度、行为幅度制度、行为时空制度和行为归化制度。
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Discussion on Incentive Mechanism in state ownedenterprisesWith the economic system reform and market competition, any enterprise wants to obtain long-term development, must establish their own effective incentive mechanism, arouse the staff's enthusiasm and creativity, realize the goal of enterprise. At present, China's state-owned enterprises evaluation and incentive system is still not perfect, or assessment, incentive system can`t effectively implement, causes the staff job enthusiasm is not high, which seriously restrict the development of state-owned enterprises.1. The current existing problems of incentive mechanism in state owned enterprises.1.1. The lack of scientific performance appraisal system perfect.The performance appraisal system is the basis for enterprises to implement and the basis of incentive mechanism, the enterprise implements the purpose of performance appraisal is to through the integrated use of performance appraisal results, realize the role of staff motivation. There is no scientific and perfect assessment system, incentive mechanism can not effectively play the role of. Problems existing in the current evaluation system of state-owned enterprise performance is more, the main problem for the performance appraisal work ineffective implementation. The first performance in the interpersonal relationship is too large, encounter problems first not to consider the system, but the first thought of acquaintances, relations, cause the man more than the rule of law, management system to implement. The second includes the reasonable assessment methods, assessment criteria, assessment of unstable level is not high, managers do not attach importance to etc.1.2. The lack of scientific and effective compensation, promotion incentive mechanism.(1). Egalitarianism tendency serious. One aspect is the amount of labor of different positions, different income, labor remuneration is not much difference between, can not play the role of incentive pay. On the other hand the performance of staff promoted mainly by seniority, rather than by ability or performance, leading to lack of staff initiative. In addition, the lack of management and technical backbone of the backbone of the backbone of incentive, causing loss of talent.(2). The incentive mechanism is not fair, employees led by the subjective will of large influence. Many state-owned enterprise also has strong political atmosphere, the staff like pull relationship, engage in small groups. The workers received rewards and punishment is not real talent, but look at the relationship and leads are close. If not good relations and leadership, not only do not reward, but also may have been excluded, work seriously dampened the enthusiasm of the staff.1.3. Incentive form single, ignoring the diversity of incentive mode.Talking about the incentive, everybody often one-sided understanding of material reward. Indeed, the material reward is one of the effective means of incentive, but also at some time and incentive measures. But money is not almighty, material reward is only the primary means of encouraging "". According to Maslow's hierarchy of needs theory, people's demand level is gradually increasing, while the basic physiological needs are met, it will produce a higher level of demand, then the money generated incentive effect is very limited, while encouraging the spirit's role becomes particularly important.At present, the incentive mechanism of state-owned enterprise of our country existing form single problem, performance in many to material incentive based, and ignore the spiritual incentive effect; frequent use of positive incentives to improve employee enthusiasm, but ignore the negative incentive complementarity effect etc.1.4. Incentive mode is not flexible, the lack of specific.The needs of employees are complex, enterprise incentive mode should also differ from man to man, advancing with the times, to more productive. While the majority of state-owned enterprises incentives often immutable and frozen, incentive object is not clear, not fully consider the individual differences of employees and staff of different levels of demand.2. Improve the incentive mechanism of state-owned enterprises suggestions.2.1.To establish a scientific performance appraisal system perfect.On the basis of job analysis to make a comprehensive and objective scientific performance evaluation system, and evaluation results as an important basis for staff salary and promotion, in order to motivate staff as. In this way, can continue to motivate the staff to improve business performance and improve their work, at the same time the enterprise provides resources and help to improve staff performance, realize the goal of enterprise and employee development and win-win.2.2.Improve the compensation system, establish a scientific and effective compensation system.The implementation of post responsibility system, personnel to posts, responsibilities to the people, and to determine the reward based on performance, avoid the occurrence of the phenomenon of unfair treatment, the salary management into institutionalized, scientific, standardized management track. For example, can use job evaluation technique, based on position evaluation shall be classified in different position, the formation of the cascade structure of wage system, opened the gap in opened appropriate longitudinal gap at the same time, the income distribution is inclined to make contribution to the enterprise, according to the contribution to the enterprise big small pay. At the same time, according to the special nature of the enterprise or department, in the capital, welfare, subsidies and other aspects of the pay system to supplement, in addition to the legal provisions of welfare projects, selectively provide some welfare programs to employees, such as the housing accumulation fund, transportation allowance, communication allowance, paid annual vacation. In addition to the establishment of a profit sharing system, so the performance benefits of employees and business combination, so as to stimulate theconsciousness of the whole staff. Incentives for comprehensive use of all aspect, multi range of compensation, the compensation system to play the biggest incentive effect.2.3.The combination of a variety of incentives, fully mobilize the enthusiasm of the staff.(1)Combination of material incentive and spirit incentive. A compensation and compensation for labor and material incentive enterprise reflects the contribution to people's. The use of the material clever incentive, can inspire the staff to work harder, to promote enterprise development. Spirit encouragement is a kind of recognition and to promote the enterprise contribution of talent. The enterprise through the recognition and publicity in various forms, so that employees get a sense of honor, achievement and the sense of responsibility, which has important significance to stimulate the enthusiasm of the staff. Two material and spirit incentive goal is the same, is to mobilize the enthusiasm of the staff, but they had different function object. The physiological role of people in the former aspect, is to meet people's material needs, the latter effect of psychological aspects to the human, is to meet the needs of the human spirit. With the development of people's material life level unceasing enhancement, people's demand on spirit and emotion is more and more urgent. The state-owned enterprises in the implementation of incentive for employees, the integrated use of to focus on material motivation and spiritual motivation.(2)Positive and negative incentive incentive combination. The so-called positive incentive is when a person's behavior to meet the needs of the organization, by rewarding way to encourage this kind of behavior, in order to achieve sustained and carry forward the purpose of action. The so-called negative incentives is when a person's behavior does not meet the needs of the organization, through the means to resist the behavior, in order to achieve the purpose of reducing or eliminating the behavior. Positive incentive as two different types of motivation and negative motivation, purpose is to strengthen the human behavior, the difference lies in the opposite orientation of the two. It inspired the positive reinforcement effect, is on the behavior of affirmation; negative incentive plays a negative role in strengthening, is a negation of behavior. The state-owned enterprise managers often only pay attention to the use of positive incentives, and ignore the complementary role of negative incentive. In human resources management, positive incentive and negative incentives are necessary and effective incentive measures, because these two kinds of ways of incentive effect will not only direct effects on individuals, and will indirectly affect individuals and groups around. Through the typical, set an example of both positive and negative foster and develop a good style, will have the invisible positive behavior standards, can make the whole groups of behavior oriented more positive.Due to people's demands are changing, when the low level needs satisfied, will rise to a higher level of demand. We therefore encouraging way should along with the enterprise, the social development and change. So as to make the incentive measures to maintain the sustained effectiveness, and continuously improve staff enthusiasm and creativity, enable enterprises to maintain its vigor and vitality.3.ConclusionEstablish and improve the incentive mechanism of state-owned enterprises, the key is to people-oriented. The enterprise through the clever use of incentive mechanism, will attract and retain a large number of outstanding talents, the wisdom and power for their own use, the talents play a role for the development of enterprises.中文翻译：浅议国有企业激励机制随着经济体制改革的深入和市场竞争的加剧，任何企业要想取得长久发展，必须建立自己有效的激励机制，以此来调动员工的积极性和创造性，实现企业目标。