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I国有企业基层管理者激励机制研究摘要二十世纪七十年代末期，我国国有企业开始了改制的步伐。随着改制力度的加大和改制范围的扩展，到了二十世纪九十年代，国有企业改制进程逐渐加快，并逐渐成为我国市场经济体制改革的重点。随着国有企业改制重要性的日益彰显，关于国有企业改制的研究也逐渐成为了学术界关注的社会热点和研究重点。国有企业改制进行的同时，近些年重组也被提上了议事日程，重组是适应企业发展的必由之路。但是改革并不是最终目的，改革的最终目的是为了调动广大管理者和员工的积极性，是为了搞活国有企业。作为企业执行力的主体、核心竞争力的基础以及员工的示范榜样，基层管理者的重要地位不容忽视。因此，如何有效地激励基层管理者已逐渐成为改制企业人力资源管理的一个重要的方面，也成为改制和重组企业可持续发展的核心命题。企业激励机制的建立和完善，也是企业生存与发展的客观要求。因而国有企业建立企业基层管理者激励机制是企业深化改革的必然趋势。目前，国企对基层管理者缺乏统一的激励政策，造成企业缺乏活力，人才流失，资源浪费，建立企业内部有效的激励机制，是扭转企业现状的可行措施。本文分为五章，第一章对相关定义和激励理论的文献进行了综述；第二章结合国有企业的实际情况进行分析，对国有企业的人力资源管理现状和对基层管理者的激励现状进行阐述；第三章在对国外企业管理层激励模式分析之后，介绍了我国不同所有制企业对管理者的激励方式，并对国内外不同模式进行了对比研究；第四章主要是阐述激励机制构建的一些相关问题，建立了基于激励因素的激励机制的模型，同时对这种激励机制在国有企业实施中要注意的问题以及机制应该如何实施进行了说明；第五章是全文研究的重点，以改制中的河南省水利第一工程局为例，通过研究其运营若干年中以项目经理为代表的基层管理者激励的实践与教训，指出该企业针对该群体在薪酬激励、晋升激励和荣誉激励等三个方面II都存在缺陷。进而从提高企业综合竞争力和经济效益的角度，提出了激励机制的改进对策和措施，对于改制国有企业基层管理人员激励机制的重建有一定的参考价值。本文可能的创新点：首先，通过研究国有企业的有效激励机制，发现国企在员工激励制度方面的改制应包含三方面的内容，即设计和形成一套具有诱导性的激励因素集合；建立组织完整的目标体系；通过教育、灌输和充分的信息沟通，对激励过程的效率进行全面的控制。其次，本论文所提出的借鉴西方企业人力资源管理中的员工激励，建立有我国文化和经济特色的激励机制，对我国建立现代企业制度，增强国有企业竞争力有一定参考意义。III关键词：国有企业；改制重组；基层管理者；激励机制IVAbstractIntheendofthe1970s,thestate-ownedenterprisesinChinabegantostarttheprocessofreformandreconstruction.Withthestrengtheningeffortsandwideningreform,China'sstate-ownedenterprisesstartedtospeeduptheprocessofreformandgraduallybecamethefocusofthemarketeconomicsystemreformattheendof1990s.Withthedevelopmentofthereformofthestate-ownedenterprises,moreandmoreattentionarepaidonandtheresearchonthereformofthestate-ownedenterprisesisbecomingthefocusandhotpotintheacademia.Meanwhile,reconstructionwhichistheonlywaytothedevelopmentofenterprisesisproposedtotheagenda.Howeverreformisnottheultimatepurpose.Ouraimistomustertheenthusiasmofboththemanagersandthestaff,soastofastenthedevelopmentofthestate-ownedenterprises.Thebasicmanagerscannotbeignored，fortheyarethemainexecutivesubjectoftheenterprises,thebasisofcorecompetenciesaswellasthemodelexamplesofstaff.Thereforehowtomotivatethebasicmanagersisbecomingaveryimportantaspectofthehumanresourcemanagementoftheenterprisesinthereformprocessandacorepropositionofdevelopmentoftheenterprisesinasustainable.Theestablishmentandimprovementoftheincentivemechanismistheobjectiverequirementofthesurvivalanddevelopmentoftheenterprises.Thusitisaninevitabletrendforthestate-ownedenterprisestoestablishincentivemechanismforthebasicmanagers.Nowadays,thelackoftheunifiedincentivepoliciestowardsbasicmanagersleadstothelackofenergy,thebraindrainandthewasteofresources.Andtoestablishaneffectiveinternalincentivemechanismisafeasiblemeasuretoreversethecurrentsituationoftheenterprises.Thisarticleisdividedintofivechapters.Thefirstchaptersummarizesrelativedefinitionsanddoescertainliteratureresearchontheoriesofincentivemechanism.Thesecondchapteranalysestheincentivesituationofthebasicmanagersandthesituationofhumanresourcemanagementaccordingtotheactualsituationofthestate-ownedenterprises.ThethirdchaptercomparesdifferentincentivemethodsbetweenChinaandothercountriesaswellasenterpriseswithdifferentownershipsinChina.Thefourthchapterstudiesonsomecertainproblemswhenincentivemechanismisestablished,designsthemodelofincentivemechanismbasedontheincentivefactorsandmeanwhilediscussestheissueswhichdeserveattentionandthewaytocarryoutthismechanismwhensuchincentivemechanismisimplementedinthestate-ownedenterprises.Thefifthchapteristhecorepartofthisresearch.ThisVchaptertakesBureauofWaterResourceofHenanProvinceastheexample,pointsoutthreedefectsnamedcompensationincentivedefect,promotionincentivedefectandhonorincentivedefectbyanalyzingthepracticeandlessensduringyears’ofitsoperation,analyzesconcretelyseveralproblemsinregardofenterpriseincentive,andproposesimprovingcountermeasurestopromotecomprehensivecompetitivepowerandeconomicbenefitofenterpriseswhichmayofferreferencevaluetotherebuildingofincentivemechanismtowardsbasicmanagersofstate-ownedenterprisesintheprocessofreformandreconstruction.Possibleinnovativepointsofthisarticleinclude:Firstly,discoverthatthreeaspectsshouldbecoveredwhenincentivemechanismofstate-ownedenterprisesisconstructed.Suchaspectsinvolve:designingandformingasetofepigamicincentivefactors;buildingcompletetargetsystem;andcontrollingcomprehensivelytheefficiencyofincentivecoursebyeducating,deliveryandsufficientinformationcommunication.Secondly,theproposedincentivemechanismwithChineseculturalandeconomiccharacteristicswhichreferstheemployeeincentiveprinciplefromthehumanresourcemanagementinwesterncountriesmayhavecertainreferencesignificanceforChinatoestablishmodernenterprisesystemandstrengthencompetitivenessofstate-ownedenterprises.Key-words:State-ownedEnterprises；ReformandRestructure；Grass-rootsLevelManagers；IncentiveMechanism目录Abstract...............................................IV导论................................................1第一章相关文献综述....................................4第一节相关定义的讨论...............................................................................................................4第二节激励理论的回顾.........................................................