【正文】 或者說要達到的理想境界的目標(biāo)應(yīng)該是：企業(yè)內(nèi)的每一個員工都能將企業(yè)的整體利益放在首位，并為企業(yè)的目標(biāo)、利益甘愿貢獻自己的一切。并在整個企業(yè)范圍內(nèi)貫徹實施，而在所有的企業(yè)制度安排中，最根本、最核心的是產(chǎn)權(quán)制度。另一方面是部分企業(yè)在激勵方式上存在誤區(qū)，主要體現(xiàn)愛一下兩方面：（ 1）過于集中在對經(jīng)營者的獎勵上，對經(jīng)營者的激勵雖然很重要，但遠遠不能解決企業(yè)的全部問題，萊賓斯坦等提出的 X效 率理論認為，組織內(nèi)部的效率取決于全體員工的努力水平，只有根據(jù)不同類型的員工不同的需要進行不同的激勵制度安排，才能達到不同的激勵效用，最終實現(xiàn)“組織與個人利益的一致性。企業(yè)應(yīng)隨著時代的變化，除了注重傳統(tǒng)意義上的員工報酬、福利和工作條件的改善以外，還可以實施其他的優(yōu)惠措施，如提 供日托；在職大學(xué)學(xué)習(xí)；學(xué)費補助；縮短夏季工作時間；實施員工股票期權(quán)計劃；設(shè)置遠程辦公崗位等等。 (four) measures in the strategy of modern human resources management is the use of systematic scientific methods and human art contingency management. And nonhuman resources management, pared to human resources management through the incentives to achieve, it is the core of human resources management. The socalled incentive to meet people from the multilevel and diversified needs of different employees and reward performance standards set value, a maximum staff to stimulate enthusiasm and creativity to achieve the objectives of the Organization. An enterprise of how the use of human resources is determined by many plex factors in the result of the coupling, but the role of management incentives is one of the most important factors. Unlike other nonhuman resources of the fundamental characteristics of human resources is that it attached to the staff and the existence of the human body, personal moment with the staff can not be separated, such other person or anization to use human resources, both by its natural all the people of positive take the initiative can be achieved with. Therefore, human resources management can peopleoriented and effectively to stimulate the enthusiasm of employees, to maximize the staff39。 job satisfaction, the adequacy of support, was placed in a suitable role , and whether or not to feel valuable. Focus on staff remuneration, benefits, working conditions, as well as flexible, to facilitate the preferential arrangements. Enterprises should change with the times, in addition to the traditional emphasis on staff remuneration, welfare and the improvement of working conditions but also the possibility of other incentives, such as the provision of day care。 degree of flexibility and concern。 綜上所述，企業(yè)在使用激勵管理時，應(yīng)以人為本，注重和強化企業(yè)內(nèi)部精神極力資源的挖掘和開發(fā)，提高職工報酬當(dāng)中非物質(zhì)報酬的程度，在判定和落實各項政策和規(guī)章制度的工作中，力求體現(xiàn)公平和公正性原則。 “以人為本，尊重人性”作為現(xiàn)代管理理念，強調(diào)把管理的最終目的 —— 提高企業(yè)經(jīng)濟效益放在人的背后，管理行為不再是冰冷冷的命令型、強制型。原因一方面是因為部分企業(yè)的領(lǐng)導(dǎo)者和管理者認識上的錯誤，僅僅把人力作為一種資源，使員工的積極性的發(fā)揮受到抑制。它是企業(yè)的一種非對稱人際關(guān)系，強調(diào)管理者的“領(lǐng)袖權(quán)威”知人 善任、“體察民情”、“為民做主”等等。職工的這樣一種思想和精神狀態(tài)在宣誓中師很難以體現(xiàn)的，但卻是企業(yè)家、管理者孜孜以求和所要挑戰(zhàn)的極限，要趨近這樣的一種狀態(tài)，只有通過企業(yè)內(nèi)部的有效激勵。這就 要求從企業(yè)所有權(quán)安排 和公司治理結(jié)構(gòu)高度確立人力資本的產(chǎn)權(quán)地位，保證其肢體權(quán)能和權(quán)益的實現(xiàn)，即設(shè)計和實施全員持股、民主控制的股權(quán)激勵計劃和措施，以及企業(yè)文化、團隊精神等非正式的制度安排，無論產(chǎn)權(quán) 制度還是具體的規(guī)章制度，正式的還是非正式的制度，期間里和實施都飛一日之功，而是要經(jīng)過長期的、互動博弈和潛移默化的累計漸進才能實現(xiàn)。”如果忽視了對員工的 X 效率，并導(dǎo)致非 X 效率的存在，其直接結(jié)果是企業(yè)缺乏可持續(xù)發(fā)展和前進的動力。 其次、實施全面薪酬戰(zhàn)略，給員工以充分的激勵。s initiative and creativity, has bee the decision of the merits of enterprise production and management of key performance factors and human resources management business success core of the problem. Incentive management system for the management of incentive and motivation of the two systems. Mainly refers to the socalled management incentives in the enterprise human resources management process, managers are faced with a reality of the individual, so human resources and incentive to maintain the daytoday use of it must vary from person to person, be treated differently. This