九方集团员工激励管理研究
摘要
本选题结合基于组织行为学的激励理论、基于经济学的激励理论和基于公司治理理论的激励理论等员工激励管理的相关理论，以及国内关于员工激励问题的相关研究，通过对九方集团基于绩效的薪酬激励、多样化的精神激励、有效的工作激励以及负激励等员工激励管理现有模式进行分析，归纳总结其存在的薪酬市场化程度不够、激励系统均衡化程度不够、绩效评价机制不完善、对个人的成长发展重视程度不够等四方面问题，提出激励目标市场化、激励内容系统化、激励理念人性化的激励预期。
文章在对时代集团和株洲车辆厂员工激励管理进行研究借鉴的基础上，得出以完善现有业绩工资体系、加大薪酬市场化程度、扩大二级单位二次分配权、几种新的薪酬模式为主要内容的薪酬激励方案，以发展优势企业文化、推进“以人为本”的柔性管理、积极创建学习型企业、加强培训、建立荣誉点数制为主要内容的精神激励方案，以推行员工个人职业生涯设计、完善H型职位激励管理、实行目标管理、改进权力激励为主要内容的工作激励方案。最后根据实际情况，对理论方案实施的宏观条件，如市场经济逐步完善、国有资产管理到位、劳动力市场发达和社会保障体系健全等做出初步探讨。同时，也提出了建立现代企业运营机制、深化三项制度改革、完善绩效管理体系以及传导市场压力等具体措施。
This paper is associated with the correlative theory of employee inspiring management be based on science of organizational behavior, economics, enterprises management and so on, and the correlative problems of domestic employee inspiring management. Through analyzing the exiting model of employee inspiring in the GOFRONT, that including salary inspiring based on performance, various thinking inspiring, working inspiring, subtractive inspiring and so on, four questions is concluded that the lack of salary-market, inspiring equilibrium, performance evaluation mechanism and thinking much of personal growth, and inspiring contemplation that inspiring aim-market, inspiring content systematism and inspiring humanism is raised.
Based on their employee inspiring study in the TIME GROUP and the Zhuzhou Vehicle Factory, salary inspiring scheme that including perfect of the existing performance pay system, various elements of production distribution, the expanding of salary market, exceeding subordinate units' secondary distribution and several new salary model is perfected. Accordingly, thinking inspiring that start corporation culture, humanism management, study corporation, employee training, honor dot mechanism is developed and implementing working inspiring scheme that including personal occupation plan and occupation development management, H position inspiring management, aim management and power inspiring improvement. At last primary discuss with condition and ensured step of theoretic scheme based on the fact is done, at the same time, it also puts forword steps that include building modern corporation management mechanism, doing deeply three system reformations, perfecting performance management system, transmiting market dem
and and so on.
文章在对时代集团和株洲车辆厂员工激励管理进行研究借鉴的基础上，得出以完善现有业绩工资体系、加大薪酬市场化程度、扩大二级单位二次分配权、几种新的薪酬模式为主要内容的薪酬激励方案，以发展优势企业文化、推进“以人为本”的柔性管理、积极创建学习型企业、加强培训、建立荣誉点数制为主要内容的精神激励方案，以推行员工个人职业生涯设计、完善H型职位激励管理、实行目标管理、改进权力激励为主要内容的工作激励方案。最后根据实际情况，对理论方案实施的宏观条件，如市场经济逐步完善、国有资产管理到位、劳动力市场发达和社会保障体系健全等做出初步探讨。同时，也提出了建立现代企业运营机制、深化三项制度改革、完善绩效管理体系以及传导市场压力等具体措施。
This paper is associated with the correlative theory of employee inspiring management be based on science of organizational behavior, economics, enterprises management and so on, and the correlative problems of domestic employee inspiring management. Through analyzing the exiting model of employee inspiring in the GOFRONT, that including salary inspiring based on performance, various thinking inspiring, working inspiring, subtractive inspiring and so on, four questions is concluded that the lack of salary-market, inspiring equilibrium, performance evaluation mechanism and thinking much of personal growth, and inspiring contemplation that inspiring aim-market, inspiring content systematism and inspiring humanism is raised.
Based on their employee inspiring study in the TIME GROUP and the Zhuzhou Vehicle Factory, salary inspiring scheme that including perfect of the existing performance pay system, various elements of production distribution, the expanding of salary market, exceeding subordinate units' secondary distribution and several new salary model is perfected. Accordingly, thinking inspiring that start corporation culture, humanism management, study corporation, employee training, honor dot mechanism is developed and implementing working inspiring scheme that including personal occupation plan and occupation development management, H position inspiring management, aim management and power inspiring improvement. At last primary discuss with condition and ensured step of theoretic scheme based on the fact is done, at the same time, it also puts forword steps that include building modern corporation management mechanism, doing deeply three system reformations, perfecting performance management system, transmiting market dem
and and so on.
引文
[1] 马洪，孙尚清．经济与管理大辞典．北京：中国社会科学出版社，1985
[2] Doug Antthony. The New International Division of Labour in Asian Electronics: Work Organization And Human Resources in Japan and manaysia[J] .Journal of Management Studies, 2001,4(5): 675-696
[3] 许庆瑞．管理学．北京：高等教育出版社，1997
[4] 刘丽文，刘佳晨．制造业企业职工激励机制的实证分析．清华大学学报(哲学社会科学版)，1997，12(2)：58—64
[5] Warren Bennis,James O'Toole. Don't Hire the Wrong CEO. Harvard Business Review, 2001, May-June: 171-176
[6] Rogor Mills, Bill Weinstein. Beyond Shareholder Value-Reconciling the Shareholdre and Stakeholder Perspectives. Journal of General Management, 2000, 25(3): 80-93
[7] 杨觉英．组织与管理概论．北京：经济科学出版社，2000
[8] John A. Wagner III, J. L. Stimpert, Edwand I. Fubara. Board Composition and Organizational Performance: Two Studies lf Insider/Outsider Effects. Journal of Management Studies, 1998, 35(5): 655-677
[9] 马建平．论企业激励的几个问题．湖北社会科学，2000，(11)：25—27
[10] Jae k. shim, Joel G. siegel, Abraham J. Simon. Master of Business Administration. Beijing: China Translation & Publishing Corporation, Prentice Hall, 2000
[11] 蒋冠庄．哈佛人力资源管理全集．西安：西安地图出版社，2001
[12] Gerry Johnson, Kevan Scholes. Exploring Corporate Strategy. New York: Prentice Hall, 1998
[13] 陈大恩，李玉贵．现代企业员工激励方法探讨．河南石油，2001，15(2)：51-53
[14] 成思危．中国企业管理面临的问题及对策．北京：民主与建设出版社，2000
[15] 焦斌龙．中国企业家人力资本形成、定价与配置．北京：经济科学出版社，2000
[16] 刘兵．企业经营者激励制约理论与实务．天津：天津大学出版社，2002
[17] Aghion Philippe and Bolton Patrick. An Incomplete Contracts Approach to Financial. Contracting. Review of Economic Studies, 1997, (59): 473-494
[18] 费迪南德·佛尼斯．员工激励16法．海南：海南出版社，2001
[19] Marianne Bertrand, Sendhil Mullainathan. Agemts With and Without Princinpals. The American Economic Review, 2000, 90(2): 203-208
[20] 余凯成．人力资源开发与管理．北京：企业管理出版社，1999
[21] 侯光明．管理激励与约束．北京：北京理工大学出版社，1999
[22] Marianne Minor ,Improve your ability of coaching and counseling. Manager, 2002, (2-3): 51-52
[23] David Scoones and Dan Bernhardt . Promotion, Turnover, and Discretionary Human Capital Acquisition. Journal of Labor Economics, 1998, 16 (1): 122—141
[24] 何斌．关于国企激励机制的几点思考．武汉冶金管理干部学院学报，2001，11(3)：26—27
[25] Martin. Use behavioral science to perfect your companys service. Manager, 2001, (9): 40-45
[26] 张金昌．21世纪的企业治理结构和组织变革．北京：经济科学出版社，2000
[27] 杨觉英，陈孟英．基于“战略”导向的企业绩效评价研究．中国管理科学， 2001，(9)(增刊)：178-183
[28] Jet Magsaysay，Jack Yan．2001，中国企业平均加薪9.5％．21世纪经济报道，2002—01—07(27)
[29] 范庆桦，王铮，罗伯特·卡普兰．是非平衡计分卡．人力资源开发与管理，2003，(8)：4—8
[30] Violina P, Rindona. What Corporate Boarks Have to do With Strategy: A Cognitive Perspectyve. Journal of Management Studies, 1999, 36(7): 953-975
[31] 赵民，李雪，陈立华．上市公司十大激励模式．人力资源开发与管理，2003，(4)：23-31
[32] 李玉江．国企员工激励制度缺陷及其对策性研究．石油政工研究，2002，(4)：24—26
[33] 张弘，赵曙明．人力资源管理的演变．中国人力资源开发，2002，(3)：13—16
[34] 刘毅娃，陈学益．企业激励员工的几种方法．中国机电工业，2001，(24)：40-42
[35] Dow, Gregort k . Why Capital Hires Labour:A Bargaining Perspective. American Economic Review, 1998, 83(1): 118-134
[36] 肖兆权．组织部门如何进行人力资源开发．领导科学，2003，1(2)：32-33
[37] 武忠远．西方激励理论的演变及其启示．延安教育学院学报，1999，(3)：16-19
[38] 杨剑侠，廖冰．基于企业管理新型激励模型的探讨．重庆大学学报，2002，25(12)：129-132
[39] 白津夫．国有资产管理体制改革十大风险．经济管理文摘，2003，(12)：19-24
[40] 魏杰．企业前沿问题．北京：中国发展出版社，2001
[41] 李维安．公司治理．天津：南开大学出版社，2001
[42] 杨剑，白云，朱晓红．激励导向的薪酬设计．北京：中国纺织出版社，2002
[2] Doug Antthony. The New International Division of Labour in Asian Electronics: Work Organization And Human Resources in Japan and manaysia[J] .Journal of Management Studies, 2001,4(5): 675-696
[3] 许庆瑞．管理学．北京：高等教育出版社，1997
[4] 刘丽文，刘佳晨．制造业企业职工激励机制的实证分析．清华大学学报(哲学社会科学版)，1997，12(2)：58—64
[5] Warren Bennis,James O'Toole. Don't Hire the Wrong CEO. Harvard Business Review, 2001, May-June: 171-176
[6] Rogor Mills, Bill Weinstein. Beyond Shareholder Value-Reconciling the Shareholdre and Stakeholder Perspectives. Journal of General Management, 2000, 25(3): 80-93
[7] 杨觉英．组织与管理概论．北京：经济科学出版社，2000
[8] John A. Wagner III, J. L. Stimpert, Edwand I. Fubara. Board Composition and Organizational Performance: Two Studies lf Insider/Outsider Effects. Journal of Management Studies, 1998, 35(5): 655-677
[9] 马建平．论企业激励的几个问题．湖北社会科学，2000，(11)：25—27
[10] Jae k. shim, Joel G. siegel, Abraham J. Simon. Master of Business Administration. Beijing: China Translation & Publishing Corporation, Prentice Hall, 2000
[11] 蒋冠庄．哈佛人力资源管理全集．西安：西安地图出版社，2001
[12] Gerry Johnson, Kevan Scholes. Exploring Corporate Strategy. New York: Prentice Hall, 1998
[13] 陈大恩，李玉贵．现代企业员工激励方法探讨．河南石油，2001，15(2)：51-53
[14] 成思危．中国企业管理面临的问题及对策．北京：民主与建设出版社，2000
[15] 焦斌龙．中国企业家人力资本形成、定价与配置．北京：经济科学出版社，2000
[16] 刘兵．企业经营者激励制约理论与实务．天津：天津大学出版社，2002
[17] Aghion Philippe and Bolton Patrick. An Incomplete Contracts Approach to Financial. Contracting. Review of Economic Studies, 1997, (59): 473-494
[18] 费迪南德·佛尼斯．员工激励16法．海南：海南出版社，2001
[19] Marianne Bertrand, Sendhil Mullainathan. Agemts With and Without Princinpals. The American Economic Review, 2000, 90(2): 203-208
[20] 余凯成．人力资源开发与管理．北京：企业管理出版社，1999
[21] 侯光明．管理激励与约束．北京：北京理工大学出版社，1999
[22] Marianne Minor ,Improve your ability of coaching and counseling. Manager, 2002, (2-3): 51-52
[23] David Scoones and Dan Bernhardt . Promotion, Turnover, and Discretionary Human Capital Acquisition. Journal of Labor Economics, 1998, 16 (1): 122—141
[24] 何斌．关于国企激励机制的几点思考．武汉冶金管理干部学院学报，2001，11(3)：26—27
[25] Martin. Use behavioral science to perfect your companys service. Manager, 2001, (9): 40-45
[26] 张金昌．21世纪的企业治理结构和组织变革．北京：经济科学出版社，2000
[27] 杨觉英，陈孟英．基于“战略”导向的企业绩效评价研究．中国管理科学， 2001，(9)(增刊)：178-183
[28] Jet Magsaysay，Jack Yan．2001，中国企业平均加薪9.5％．21世纪经济报道，2002—01—07(27)
[29] 范庆桦，王铮，罗伯特·卡普兰．是非平衡计分卡．人力资源开发与管理，2003，(8)：4—8
[30] Violina P, Rindona. What Corporate Boarks Have to do With Strategy: A Cognitive Perspectyve. Journal of Management Studies, 1999, 36(7): 953-975
[31] 赵民，李雪，陈立华．上市公司十大激励模式．人力资源开发与管理，2003，(4)：23-31
[32] 李玉江．国企员工激励制度缺陷及其对策性研究．石油政工研究，2002，(4)：24—26
[33] 张弘，赵曙明．人力资源管理的演变．中国人力资源开发，2002，(3)：13—16
[34] 刘毅娃，陈学益．企业激励员工的几种方法．中国机电工业，2001，(24)：40-42
[35] Dow, Gregort k . Why Capital Hires Labour:A Bargaining Perspective. American Economic Review, 1998, 83(1): 118-134
[36] 肖兆权．组织部门如何进行人力资源开发．领导科学，2003，1(2)：32-33
[37] 武忠远．西方激励理论的演变及其启示．延安教育学院学报，1999，(3)：16-19
[38] 杨剑侠，廖冰．基于企业管理新型激励模型的探讨．重庆大学学报，2002，25(12)：129-132
[39] 白津夫．国有资产管理体制改革十大风险．经济管理文摘，2003，(12)：19-24
[40] 魏杰．企业前沿问题．北京：中国发展出版社，2001
[41] 李维安．公司治理．天津：南开大学出版社，2001
[42] 杨剑，白云，朱晓红．激励导向的薪酬设计．北京：中国纺织出版社，2002
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