浅议国有企业激励机制 毕业论文外文翻译
Discussion on Incentive Mechanism in state owned
enterprises
With 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 the
consciousness 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.Conclusion
Establish 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。目前，我国国有企业的考核和激励制度还不尽完善，或者考核、激励制度不能有效实施，导致员工工作积极性不高，严重制约了国有企业的发展。
1、当前国有企业激励机制存在的问题
1.1、缺乏科学完善的绩效考核制度
绩效考核制度是企业实施激励机制的基础和依据，企业实行绩效考核的目的是通过绩效考核结果的综合运用，实现对员工的激励作用。没有科学完善的考核制度，激励机制就不能有效发挥作用。当前国有企业绩效考核制度存在的问题较多，主要问题为绩效考核工作实施不力。首先表现在人际关系的影响过大，遇到问题首先不去考虑制度，而是先想到找熟人、拉关系，导致人治大于法治，管理制度难以落实。其次表现为考核方法不合理、考核标准不稳定、考核水平不高、管理者不重视等方面。
1.2、缺乏科学有效的薪酬、晋升激励机制
（1）平均主义倾向严重。一方面表现为不同的岗位、不同的劳动量，所得的劳动报酬却相差无几，不能发挥薪酬的激励作用。另一方面表现为员工晋升主要凭资历，而非凭能力或业绩，导致员工缺乏积极主动性。此外，缺乏对技术骨干和管理骨干的激励，造成骨干人才流失。
（2）激励机制不公平，员工奖惩受领导主观意志影响过大。很多国企还存在浓厚的政治氛围，员工喜欢拉关系、搞小团体。职工受到的奖惩不是靠真才实学，而是看和领导的关系是否亲密。如果和领导搞不好关系，不但得不到奖励，还可能遭到排挤，严重挫伤员工的工作积极性。
1.3、激励形式单一，忽视了激励方式的多样性
谈到激励，大家往往片面地理解为物质奖励。诚然，物质奖励是激励手段之一，在某些时候也是有效的激励办法。但“金钱不是万能的”，物质奖励仅仅是
激励的“初级手段”。根据马斯洛的需求层次理论，人的需求层次是逐级递增的，当基本的生理需求得到满足后，又会产生更高层次的需求，这时，金钱所产生激励作用就非常有限了，而精神激励的作用就变得尤为重要。目前我国国有企业的激励机制存在形式单一的问题，表现在多以物质激励为主，而忽视了精神激励的作用；频繁采用正激励来提高员工积极性，却忽视了负激励的互补效应等。
1.4、激励方式不灵活，缺乏针对性
员工的需求是复杂多样的，企业的激励方式也应该因人而异，与时俱进，才能更有成效。而多数国有企业的激励方式往往一成不变，激励对象不明确，没有充分考虑员工的个体差异和不同层次员工的需求。
2、完善国有企业激励机制的建议
2.1、建立科学完善的绩效考核制度
在工作分析的基础上制定一套全面客观科学的绩效考核评价体系，并将考核结果作为职工调薪与晋升的重要依据，以此来激励员工作为。这样，才能不断推动员工为提高企业绩效而改进自身工作，同时企业为提高员工绩效提供资源和帮助，实现企业的目标和员工个人发展的双赢。
2.2、改进薪酬体系，建立科学有效的薪酬制度
实行岗位责任制，以岗定员，责任落实到人，并根据业绩确定奖惩，避免苦乐不均现象的发生，将薪酬管理纳入制度化、科学化、规范化管理的轨道。例如可以采用职位评价技术，根据职位评价对不同职位予以归类，形成工资制度的梯级结构，在适当拉开纵向差距的同时拉开横向差距，使收入分配向为企业做贡献者倾斜，根据对企业的贡献大小给予报酬。同时根据企业或部门的特殊性，在资金、福利、津贴等方面对工资制度进行补充，除法律规定的福利项目外，有选择性地向员工提供一些福利项目，如住房公积金、交通补贴、通讯补贴、带薪年假等。此外还可以建立员工分红制度，使员工的利益与企业绩效相结合，从而激发员工的整体意识。综合运用全方面、多方位的薪酬激励措施，使薪酬制度发挥最大的激励效果。
2.3、多种激励方式相结合，全面调动员工积极性
激励方式有多种多样，不同激励方式会对行为过程产生不同程度的影响，所以激励方式的选择是做好激励工作的一项先决条件。
（1）物质激励与精神激励相结合。物质激励体现企业对人的劳动和贡献的一种酬劳和补偿。巧妙的运用物质激励，可以激发员工工作劲头，促进企业发展。精神激励是企业对人才所作贡献的一种表彰和宣扬。企业通过各种形式的认定和宣传，使员工获得荣誉感、成就感和责任感，对于激发员工积极性具有重要意义。物质激励与精神激励二者的目标是一致的，都是为了调动员工积极性，但它们的作用对象却是不同的。前者作用于人的生理方面，是对人的物质需要的满足，后者作用于人的心理方面，是对人的精神需要的满足。随着人们物质生活水平的不断提高，人们对精神与情感的需求越来越迫切。国有企业在对员工实施激励时，要注重物质激励与精神激励的综合运用。
（2）正激励与负激励结合。所谓正激励就是当一个人的行为符合组织的需要时，通过奖赏的方式来鼓励这种行为，以达到持续和发扬这种行为的目的。所谓负激励就是当一个人的行为不符合组织的需要时，通过惩罚方式来抵制这种行为，以达到减少或消除这种行为的目的。正激励与负激励作为激励的两种不同类型，目的都是要对人的行为进行强化，不同之处在于二者的取向相反。正激励起正强化的作用，是对行为的肯定；负激励起负强化的作用，是对行为的否定。国有企业的管理者们往往只重视运用正激励，而忽视了负激励的互补作用。在人力资源管理中，正激励与负激励都是必要而有效的激励措施，因为这两种方式的激励效果不仅会直接作用于个人，而且会间接地影响周围的个体与群体。通过树立正面的榜样和反面的典型，扶正祛邪，形成一种良好的风范，就会产生无形的正面行为规范，能够使整个群体的行为导向更积极。
由于人的需求是多变的，当低层次的需求满足后，就会上升到较高层次的需求。因此我们的激励方式应该随着企业、社会的发展而变化。这样才能使激励措施保持持续的有效性，不断提高职工积极性、创造性，使企业永葆生机和活力。
3、结语
国有企业激励机制的建立和完善，关键是以人为本。企业通过巧妙地运用激励机制，将会吸引并留住大量优秀人才，将其智慧和力量为己所用，使其聪明才智为企业的发展发挥作用。