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论企业的激励机制与薪酬管理摘要当前国际社会的竞争日趋激烈，在经济竞争的背后，是人才的竞争，是人力资源的竞争，是人力资源开发水平和人才选用机制的竞争。而企业在这场竞争中，不仅要留住各种人才，而且要使其最大限度地发挥潜能，为企业创造更大的价值，这必然依靠企业实施物质和精神方面的激励优势来激发人才的积极性和创造性。薪酬是个人和组织之间的一种心理契约，这种契约通过员工对于薪酬状况的感知而影响员工的工作行为、工作态度以及工作绩效，即产生激励作用。一般情况下，当员工的低层次薪酬需求得到满足以后，通常会产生更高层次的薪酬需求，并且员工的薪酬需求往往是多层次并存的。从激励的角度来说，员工的较高层次薪酬需求得到满足的程度越高，则薪酬对于员工的激励作用就越大。反之，如果员工的薪酬需要得不到满足，则很可能会产生消极怠工、工作效率低下、人际关系紧张、缺勤率和离职率上升、组织凝聚力和员工对组织的忠诚度下降等多种不良后果。薪酬激励作用发挥的好坏直接影响到企业的生存和发展。因此，对我国企业建立合理的薪酬激励机制要提出更高的要求，充分体现出薪酬的激励功能。基于现实情况，本文首先介绍了薪酬激励的有关理论，然后总结了我国企业薪酬激励存在的若干问题：薪酬结构不合理、业绩评估体系不完善、注重短期效益、薪酬激励不理想容易产生消极作用等，并在此基础上分析了问题存在的各种原因：平均主义观念严重、薪酬分配的基础工作薄弱、薪酬的非策略性和薪酬构成认识的片面性等。最后，提出有效对策：设计合理的薪酬结构、建立科学的绩效考评体系、实行短中长期激励相结合的激励方式，坚持三个公平原则。希望这些建议能够为我国企业薪酬激励的实施提供有力的指导和借鉴，与大家共勉。关键词：企业；薪酬管理；激励激励；薪酬激励AbstractTheinternationalcommunityisbecomingmorecompetitiveintheeconomiccompetitionbehindthetalentcompetition,thecompetitionofhumanresources,thelevelofhumanresourcedevelopmentandpersonnelselectionmechanismofcompetition.Thecompaniesinthiscompetition,notonlytoretainavarietyoftalent,butalsotomaximizeitspotentialtocreategreatervaluefortheenterprise,whichisdependentonthematerialandspiritualaspectsofenterprisestoimplementincentivestostimulatetalentadvantageenthusiasmandcreativity.Betweenindividualsandorganizationspayisapsychologicalcontract,thiscontractbystateemployeesforsalariesofemployeesaffectedbytheperceptionofworkbehavior,workattitudesandjobperformance,whichproduceanincentive.Undernormalcircumstances,lowlevelsofpaywhenanemployee'sneedsaremet,itisusuallyproduceahigherlevelofcompensationneeds,anddemandforstaffsalariesareoftenmulti-layeredco-exist.Fromtheperspectiveofincentives,employeespayahigherlevelofunmetdemandforhigherpayforemployeesisthegreatertheincentive.Conversely,iftheemployee'ssalaryneedsarenotmet,theyarelikelytohaveslack,inefficiency,andinterpersonalstress,increasedabsenteeismandturnover,organizationalcohesionandloyaltytotheorganizationstaffandotheradverseconsequencesfall.Incentivepaytoplayadirectimpactonthesurvivalanddevelopment.Therefore,China'senterprisestoestablisharationalincentivetopayhigherdemands,whichfullyreflectstheincentivepayfeatures.Basedonreality,thispaperdescribesthetheoryofincentivepay,andthensummedupourbusinessthereareanumberofissuesofincentivepay:salarystructureisirrational,theperformanceevaluationsystemisimperfect,focusingonshort-termbenefits,incentivecompensationisnotidealandsoeasytohaveanegativeeffectandonthisbasis,analysisoftheproblemsofavarietyofreasons:theconceptofegalitarianismseriously,thedistributionofbasicpayisweak,salariesandremunerationofnon-strategicunderstandingofthecompositionofone-sidednessandsoon.Finally,theproposedeffectivecountermeasures:designareasonablesalarystructure,theestablishmentofscientificperformanceappraisalsystem,theimplementationofacombinationofshortandlong-termincentiveincentives,adheretothreeprinciplesoffairness.HopethesesuggestionswillpayincentivesfortheimplementationofChina'senterprisestoprovidestrongguidanceandlearning,andencourageoneanother.Keywords:business;compensationmanagement;incentivemotivation;incentivecompensation目录摘要...............................................................................................................................1ABSTRACT..................................................................................................................21本研究的目的与意义................................................................................................52薪酬与激励的相关理论.........................................................................................52.1薪酬的界定........................................................................................................52.2激励理论............................................................................................................62.3薪酬激励的理论基础........................................................................................72.4薪酬激励的作用................................................................................................73企业员工激励与薪酬管理中存在的问题.............................................................93.1企业薪酬结构不合理........................................................................................93.2业绩评估体系不完善......................................................................................103.3注重短期效益..................................................................................................113.4薪酬激励不理想产生消极作用......................................................................114员工激励与薪酬管理存在问题的原因分析.......................................................124.1传统的平均主义观念严重..............................................................................124.2薪酬分配的基础工作薄弱..............................................................................124.3薪酬的非策略性..............................................................................................125完善企业员工激励与薪酬管理的对策与建议...................................................135.1设计合理的薪酬结构......................................................................................135.2建立科学的绩效考评体系..........