論企業(yè)的激勵機制與薪酬管理(已修改)
2025-12-27 21:47 本頁面
【正文】 ，在經(jīng)濟競爭的背后，是人才的競爭，是人力資源的競爭，是人力資源開發(fā)水平和人才選用機制的競爭。而企業(yè)在這場競爭中，不僅要留住各種人才，而且要使其最大限度地發(fā)揮潛能 ，為企業(yè)創(chuàng)造更大的價值 ，這 必然依靠企業(yè)實施物質(zhì)和精神方面的激勵優(yōu)勢來激發(fā)人才的積極性和創(chuàng)造性。 薪酬是個人和組織之間的一種心理契約，這種契約通過員工對于薪酬狀況的感知而影響員工的工作行為、工作態(tài)度以及工作績效，即產(chǎn)生激勵作用。一般情況下，當(dāng)員工的低層次薪酬需求得到滿足以后，通常會產(chǎn)生更 高層次的薪酬需求，并且員工的薪酬需求往往是多層次并存的。從激勵的角度來說，員工的較高層次薪酬需求得到滿足的程度越高，則薪酬對于員工的激勵作用就越大。反之，如果員工的薪酬需要得不到滿足，則很可能會產(chǎn)生消極怠工、工作效率低下、人際關(guān)系緊張、缺勤率和離職率上升、組織凝聚力和員工對組織的忠誠度下降等多種不良后果。 薪酬激勵作用發(fā)揮的好壞直接影響到企業(yè)的生存和發(fā)展 。 因此，對我國企業(yè)建立合理的薪酬激勵機制要提出更高的要求，充分體現(xiàn)出薪酬的激勵功能。基于現(xiàn)實情況， 本文首先介紹了薪酬激勵的有關(guān)理論，然后總結(jié)了我國企業(yè)薪酬激勵 存在的若干問題：薪酬結(jié)構(gòu)不合理、業(yè)績評估體系不完善、注重短期效益、薪酬激勵不理想容易產(chǎn)生消極作用等，并在此基礎(chǔ)上分析了問題存在的各種原因：平均主義觀念嚴(yán)重、薪酬分配的基礎(chǔ)工作薄弱、薪酬的非策略性和薪酬構(gòu)成認(rèn)識的片面性等。最后，提出有效對策：設(shè)計合理的薪酬結(jié)構(gòu)、建立科學(xué)的績效考評體系、實行短中長期激勵相結(jié)合的激勵方式，堅持三個公平原則。希望這些建議能夠為我國企業(yè)薪酬激勵的實施提供有力的指導(dǎo)和借鑒，與大家共勉。 關(guān)鍵詞 ： 企業(yè)； 薪酬管理； 激勵激勵； 薪酬激勵 Abstract The international munity is being more petitive in the economic petition behind the talent petition, the petition of human resources, the level of human resource development and personnel selection mechanism of petition. The panies in this petition, not only to retain a variety of talent, but also to maximize its potential to create greater value for the enterprise, which is dependent on the material and spiritual aspects of enterprises to implement incentives to stimulate talent advantage enthusiasm and creativity. Between individuals and anizations pay is a psychological contract, this contract by state employees for salaries of employees affected by the perception of work behavior, work attitudes and job performance, which produce an incentive. Under normal circumstances, low levels of pay when an employee39。s needs are met, it is usually produce a higher level of pensation needs, and demand for staff salaries are often multilayered coexist. From the perspective of incentives, employees pay a higher level of unmet demand for higher pay for employees is the greater the incentive. Conversely, if the employee39。s salary needs are not met, they are likely to have slack, inefficiency, and interpersonal stress, increased absenteeism and turnover, anizational cohesion and loyalty to the anization staff and other adverse consequences fall . Incentive pay to play a direct impact on the survival and development. Therefore, China39。s enterprises to establish a rational incentive to pay higher demands, which fully reflects the incentive pay features. Based on reality, this paper describes the theory of incentive pay, and then summed up our business there are a number of issues of incentive pay: salary structure is irrational, the perform
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