【正文】 國有企業(yè)基層管理者激勵(lì)機(jī)制研究摘 要二十世紀(jì)七十年代末期，我國國有企業(yè)開始了改制的步伐。隨著改制力度的加大和改制范圍的擴(kuò)展，到了二十世紀(jì)九十年代，國有企業(yè)改制進(jìn)程逐漸加快，并逐漸成為我國市場經(jīng)濟(jì)體制改革的重點(diǎn)。隨著國有企業(yè)改制重要性的日益彰顯，關(guān)于國有企業(yè)改制的研究也逐漸成為了學(xué)術(shù)界關(guān)注的社會(huì)熱點(diǎn)和研究重點(diǎn)。國有企業(yè)改制進(jìn)行的同時(shí)，近些年重組也被提上了議事日程，重組是適應(yīng)企業(yè)發(fā)展的必由之路。但是改革并不是最終目的，改革的最終目的是為了調(diào)動(dòng)廣大管理者和員工的積極性，是為了搞活國有企業(yè)。作為企業(yè)執(zhí)行力的主體、核心競爭力的基礎(chǔ)以及員工的示范榜樣，基層管理者的重要地位不容忽視。因此，如何有效地激勵(lì)基層管理者已逐漸成為改制企業(yè)人力資源管理的一個(gè)重要的方面，也成為改制和重組企業(yè)可持續(xù)發(fā)展的核心命題。企業(yè)激勵(lì)機(jī)制的建立和完善，也是企業(yè)生存與發(fā)展的客觀要求。因而國有企業(yè)建立企業(yè)基層管理者激勵(lì)機(jī)制是企業(yè)深化改革的必然趨勢。目前，國企對(duì)基層管理者缺乏統(tǒng)一的激勵(lì)政策，造成企業(yè)缺乏活力，人才流失，資源浪費(fèi)，建立企業(yè)內(nèi)部有效的激勵(lì)機(jī)制，是扭轉(zhuǎn)企業(yè)現(xiàn)狀的可行措施。本文分為五章，第一章對(duì)相關(guān)定義和激勵(lì)理論的文獻(xiàn)進(jìn)行了綜述；第二章結(jié)合國有企業(yè)的實(shí)際情況進(jìn)行分析，對(duì)國有企業(yè)的人力資源管理現(xiàn)狀和對(duì)基層管理者的激勵(lì)現(xiàn)狀進(jìn)行闡述；第三章在對(duì)國外企業(yè)管理層激勵(lì)模式分析之后，介紹了我國不同所有制企業(yè)對(duì)管理者的激勵(lì)方式，并對(duì)國內(nèi)外不同模式進(jìn)行了對(duì)比研究；第四章主要是闡述激勵(lì)機(jī)制構(gòu)建的一些相關(guān)問題，建立了基于激勵(lì)因素的激勵(lì)機(jī)制的模型，同時(shí)對(duì)這種激勵(lì)機(jī)制在國有企業(yè)實(shí)施中要注意的問題以及機(jī)制應(yīng)該如何實(shí)施進(jìn)行了說明；第五章是全文研究的重點(diǎn)，以改制中的河南省水利第一工程局為例，通過研究其運(yùn)營若干年中以項(xiàng)目經(jīng)理為代表的基層管理者激勵(lì)的實(shí)踐與教訓(xùn)，指出該企業(yè)針對(duì)該群體在薪酬激勵(lì)、晉升激勵(lì)和榮譽(yù)激勵(lì)等三個(gè)方面都存在缺陷。進(jìn)而從提高企業(yè)綜合競爭力和經(jīng)濟(jì)效益的角度，提出了激勵(lì)機(jī)制的改進(jìn)對(duì)策和措施，對(duì)于改制國有企業(yè)基層管理人員激勵(lì)機(jī)制的重建有一定的參考價(jià)值。本文可能的創(chuàng)新點(diǎn)：首先，通過研究國有企業(yè)的有效激勵(lì)機(jī)制，發(fā)現(xiàn)國企在員工激勵(lì)制度方面的改制應(yīng)包含三方面的內(nèi)容，即設(shè)計(jì)和形成一套具有誘導(dǎo)性的激勵(lì)因素集合；建立組織完整的目標(biāo)體系；通過教育、灌輸和充分的信息溝通，對(duì)激勵(lì)過程的效率進(jìn)行全面的控制。其次，本論文所提出的借鑒西方企業(yè)人力資源管理中的員工激勵(lì)，建立有我國文化和經(jīng)濟(jì)特色的激勵(lì)機(jī)制，對(duì)我國建立現(xiàn)代企業(yè)制度，增強(qiáng)國有企業(yè)競爭力有一定參考意義。關(guān)鍵詞：國有企業(yè)；改制重組；基層管理者；激勵(lì)機(jī)制36 / 42AbstractIn the end of the 1970s, the stateowned enterprises in China began to start the process of reform and reconstruction. With the strengthening efforts and widening reform, China39。s stateowned enterprises started to speed up the process of reform and gradually became the focus of the market economic system reform at the end of 1990s. With the development of the reform of the stateowned enterprises, more and more attention are paid on and the research on the reform of the stateowned enterprises is being the focus and hot pot in the academia. Meanwhile, reconstruction which is the only way to the development of enterprises is proposed to the agenda. However reform is not the ultimate purpose. Our aim is to muster the enthusiasm of both the managers and the staff, so as to fasten the development of the stateowned enterprises.The basic managers can not be ignored，for they are the main executive subject of the enterprises, the basis of core petencies as well as the model examples of staff. Therefore how to motivate the basic managers is being a very important aspect of the human resource management of the enterprises in the reform process and a core proposition of development of the enterprises in a sustainable. The establishment and improvement of the incentive mechanism is the objective requirement of the survival and development of the enterprises. Thus it is an inevitable trend for the stateowned enterprises to establish incentive mechanism for the basic managers. Nowadays, the lack of the unified incentive policies towards basic managers leads to the lack of energy, the brain drain and the waste of resources. And to establish an effective internal incentive mechanism is a feasible measure to reverse the current situation of the enterprises.This article is divided into five chapters. The first chapter summarizes relative definitions and does certain literature research on theories of incentive mechanism. The second chapter analyses the incentive situation of the basic managers and the situation of human resource management according to the actual situation of the stateowned enterprises. The third chapter pares different incentive methods between China and other countries as well as enterprises with different ownerships in China. The fourth chapter studies on some certain problems when incentive mechanism is established, designs the model of incentive mechanism based on the incentive factors and meanwhile discusses the issues which deserve attention and the way to carry out this mechanism when such incentive mechanism is implemented in the stateowned enterprises. The fifth chapter is the core part of this research. This chapter takes Bureau of Water Resource of Henan Province as the example, points out three defects named pensation incentive defect, promotion incentive defect and honor incentive defect by analyzing the practice and lessens during years’ of its operation, analyzes concretely several problems in regard of enterprise incentive, and proposes improving countermeasures to promote prehensive petitive power and economic benefit of enterprises which may offer reference value to the rebuilding of incentive mechanism towards basic managers of stateowned enterprises in the process of reform and reconstruction.Possible innovative points of this article include:Firstly, discover that three aspects should be covered when incentive mechanism of stateowned enterprises is constructed. Such aspects involve: designing and forming a set of epigamic incentive factors。 building plete target system。 and controlling prehensively the efficiency of incentive course by educating, delivery and sufficient information munication.Secondly, the proposed incentive mechanism with Chinese cultural and economic characteristics which refers the employee incentive principle from the human resource management in western countries may have certain reference significance for China to establish modern enterprise system and strengthen petitiveness of stateowned enterprises.Keywords: Stateowned Enterprises； Reform and Restructure； Grassroots Level Managers； Incentive Mechanism目 錄Abstract IV導(dǎo) 論 1第一章 相關(guān)文獻(xiàn)綜述 4第一節(jié) 相關(guān)定義的討論 4第二節(jié) 激勵(lì)理論的回顧 9第二章 國有企業(yè)基層管理者激勵(lì)的實(shí)證研究 14第一節(jié) 國有企業(yè)基層管理者現(xiàn)狀 14第二節(jié) 國有企業(yè)基層管理者激勵(lì)的主要缺陷 15第三節(jié) 各層管理者激勵(lì)方法的比較 16第三章 國內(nèi)外企業(yè)管理層激勵(lì)模式的對(duì)比分析 19第一節(jié) 國外企業(yè)的激勵(lì)模式介紹 19第二節(jié) 我國企業(yè)激勵(lì)模式的介紹 21第三節(jié) 國內(nèi)外激勵(lì)模式的比較分析 23第四章 國有企業(yè)基層管理者激勵(lì)機(jī)制的構(gòu)建 24第一節(jié) 國有企業(yè)基層管理者激勵(lì)機(jī)制設(shè)計(jì)原則 24第二節(jié) 國有企業(yè)基層管理者激勵(lì)機(jī)制的構(gòu)建 26第三節(jié) 國有企業(yè)基層管理者激勵(lì)機(jī)制的實(shí)施 28第五章 案例研究 32——以河南省水利第一工程局的項(xiàng)目經(jīng)理激勵(lì)為例 32第一節(jié) 企業(yè)背景介紹 32第二節(jié) 實(shí)踐與經(jīng)驗(yàn)教訓(xùn) 32第三節(jié) 解決問題的措施 36結(jié) 論 39參考文獻(xiàn) 40導(dǎo) 論一、研究背景近10年來我國國有企業(yè)無論是絕對(duì)數(shù)量上還是相對(duì)比例上都在較大幅度地減少。1996年我國國有及國有控股的工業(yè)企業(yè)近13萬家，到2001年減少到5萬家，減少近8萬家。國有企業(yè)的戶數(shù)從1997年至2000年減少了7萬多家。按國家統(tǒng)計(jì)局組織的全國第二次基本單位普查數(shù)據(jù)顯示，在我國30226萬個(gè)企業(yè)法人單位中，國有控股占50%