【正文】 tuition grants。 anizational learning。s sentiments, people decisions and so on. In short, is a scientific, administrative in nature, not the procedures and methods, such as to reflect, in turn inspired by the meaning of the realization of the democratic nature of the requirements of the people. But on the other hand, the economic behavior of the system that is established under the environmental constraints to maximize their own interests to pursue, it is the most basic human behavior, the most mon, and therefore the most dominant type is the most important provisions and manifestations. Therefore, the primary human resources management task is to ply with their natural owners of such properties of economic behavior, in accordance with the equal treatment principle of fairness, design and establish a unified, standardized, with the incentive system operability. And in the implementation of enterprisewide, and in all arrangements of the enterprise system, the most fundamental is the core system of property rights. This requires from the enterprise ownership structure of corporate governance arrangements and a high degree of property rights to establish the status of human capital to ensure their physical power and the realization of the rights and interests, that is, the design and implementation of full ownership and democratic control of the equity incentive plans and measures, as well as corporate culture, teamwork informal institutional arrangements, regardless of the specific system of property rights or the rules and regulations, formal or informal systems, and implementation period are flying day, but after longterm, interactive game and exert an imperceptible influence on the cumulative can be achieved gradually. So, relatively speaking, the system of incentives is a need to establish longterm stability of the fundamental incentive mechanism, which is the basis of management incentive or premise. In today39。因此，聰明的管理者應(yīng)盡一切可能把報(bào)酬和績(jī)效表彰結(jié)合起來，把它與對(duì)事業(yè)的忠誠(chéng)，對(duì)事業(yè)的奉獻(xiàn)緊密結(jié)合起來，實(shí)際上，員工內(nèi)心最不平衡的事是，自己干得好，有奉獻(xiàn)，卻與不干活的人待遇一樣。 所謂“全面薪酬戰(zhàn)略”，即公司將支付給員工的薪酬分為“外在”和“內(nèi)在”的兩大類，兩者的結(jié)合即為“全面薪酬”，“外在的薪酬”主要指為員工提供可量化的貨幣性價(jià)值，比如，基本工資獎(jiǎng)金、股票期權(quán)、退休金、醫(yī)療保險(xiǎn)等等，“內(nèi)在的薪酬”則是指那些給員工提供的不能以量化的貨幣形式表現(xiàn)的各種貨幣價(jià)值。詹姆士研究，在缺乏激勵(lì)的環(huán)境中，人員的潛力只發(fā)揮出了一小部分，即 20%— 30%，剛剛能保住飯碗即止；而在良好的激勵(lì)機(jī)制環(huán)境中，同樣的人員即可發(fā)揮出潛力的 80%— 90%，由此可見，使每位員工始終處于良好的激勵(lì)環(huán)境中是人力資源開發(fā)和管理所追求的理想狀態(tài)。（ 2）對(duì)員工激勵(lì)上忽視了激勵(lì)群體的層次性和差異性，簡(jiǎn)單的將激勵(lì)等同于獎(jiǎng)勵(lì)。 國(guó)內(nèi)企業(yè)在激勵(lì)管理上存在的問題。所以，相對(duì)而言，制度激勵(lì)是企業(yè)需要建立的一種長(zhǎng)期穩(wěn)定的根本性激勵(lì)機(jī)制，它是管理激勵(lì)的基礎(chǔ)或前提。 所謂管理激勵(lì)主要指在企業(yè)人力資源管理過程中，管理者面對(duì)的是一個(gè)個(gè)活生生的現(xiàn)實(shí)的個(gè)體，所以對(duì)人力資源的日常維持和激勵(lì)使用就必須因人而異，區(qū)別對(duì)待。因此，企業(yè)管 理工作的重中之重是人力資源管理。 與傳統(tǒng)勞動(dòng)人事管理不同，現(xiàn)代人力資源管理的主要特征表現(xiàn)在“戰(zhàn)略性”層面上：（ 1）在戰(zhàn)略指導(dǎo)思想上，現(xiàn)代人力資源管理是“以人為本”的管理；（ 2）在戰(zhàn)略目標(biāo)上，現(xiàn)代人力資源管理是為了“獲取競(jìng)爭(zhēng)優(yōu)勢(shì)”的目標(biāo)管理；（ 3）在戰(zhàn)略范圍上，現(xiàn)代人力資源管理是“全員參加”的民主管理；（ 4）在戰(zhàn)略措施上，現(xiàn)代人力資源管理是運(yùn)用“系統(tǒng)化科學(xué)方法和人文藝術(shù)”的權(quán)變管理。這就要求管理主體有高潮的“運(yùn)動(dòng)人”的技能和技巧，能綜合運(yùn)用政治學(xué)、社會(huì)學(xué)、心理學(xué)甚至人體功效學(xué)所有“人學(xué)”知識(shí)和技術(shù)，有效地“支配別人去干事”，即激發(fā)每個(gè)員工的積極性使之最大限度地運(yùn)用其人力資源，為企業(yè)生產(chǎn)經(jīng)營(yíng)做貢獻(xiàn)。 當(dāng)今世界，人力資源激勵(lì)管理模式具有東西方文化背景方面的適應(yīng)性和差異性，西方文化強(qiáng)調(diào)“契約制 度”，二東方文化注重“人倫綱?！薄? 目前，在部分企業(yè)中存在其內(nèi)部員工缺乏積極性和工作主動(dòng)性，人心渙散、產(chǎn)品缺乏市場(chǎng)競(jìng)爭(zhēng)力、經(jīng)營(yíng)經(jīng)濟(jì)效益水平低等等問題，究其原因，從根本上說一個(gè)重要的原因就是企業(yè)組織激勵(lì)工作不力。激勵(lì)缺乏針對(duì)性，將一般員工與知識(shí)員工激勵(lì)混同，其直接后果是激勵(lì)效用遞減，員工一邊在數(shù)著得到的票子，以便在埋怨不夠或不如別人多，當(dāng)企業(yè)拿不出更多的“糖”去滿足其需求時(shí)，工作的動(dòng)力會(huì) 降到遠(yuǎn)低于上一次被激勵(lì)的狀態(tài)。那么，如何才能正確有效地激發(fā)員工的時(shí)期呢？ 首先、堅(jiān)持以人為本，尊重人性，樹立并貫徹“以員工為中心”的管理觀念。比如，對(duì)工作的滿意度，為完成工作而提供個(gè)人便利工具，培訓(xùn)的機(jī)會(huì)，吸引人的公司文化，良好 的人際關(guān)系，相互配合的工作環(huán)境，以及公司對(duì)個(gè)人的表彰、謝意等，外在的薪酬和內(nèi)在的薪酬各自具有不同的激勵(lì)功能。這也常是員工與領(lǐng)導(dǎo)不滿意的原因，要把公司獎(jiǎng)勵(lì)行為與員工利益掛鉤，保障個(gè)人創(chuàng) 造價(jià)值越高，其收益越大，并通過獎(jiǎng)勵(lì)創(chuàng)造公平的競(jìng)爭(zhēng)環(huán)境，增加成績(jī)的可比性，促進(jìn)群體向上。s world, human resources management model inspired EastWest cultural background and differences in the adaptability of the Western cultural emphasis on contract system, the focus on Eastern culture, gangcanghuman relations. Against the background of oriental culture of human resources management in the typical form of incentive is the Japanese model. Its basic features. Is to focus on management incentives, stressed the sovereignty of staff practitioners, who take full advantage of the social or teamwork of the motives, the adoption of lifetime employment, the annual wage order, internal promotion and development of training, human resources management incentives. Western culture against the backdrop of human resources management of the typical form of incentive is the American model, with the economics of the system close to motivation theory. The basic features can be summed up as: focus on incentive system, focus on the use of the mechanism of market petition, the enterprise division of labor based on specialization, primarily by the pressure of external petition in the market for employees to carry out contract management of the system. Need to be clear is that at the enterprise level strategic and operational practice, incentive and management incentive system must be unified into the human resources management system, to bine and integrate the business incentives for the plete system and operation mechanism. Management of domestic enterprises in the incentive problems. At present, some enterprises that exist in its internal staff and the work of a lack of positive initiative, people slack, lack of market petitiveness of products, the low level of operating costeffective and so on, The reason is fundamentally an important reason for this is that business anizations poor work incentives. On the one hand, because some of the reasons for business leaders and managers understand the error, just as a human resources to enable staff to play a positive inhibited. They believe that China39。 munication。 shorter working hours in summer。 serving University。 the external