【文章內容簡介】 e should not give, For stateowned enterprises, government to dare not to think, The manager can not get. The structure of salary level, operators are not reasonable enough. Fixed pensation paid less than, float. But can reflect the current performance contribution to float operator performance bonuses paid (., quarterly, etc.) play better effect, has not formed mainly form. Operators are rigid salary system, the enterprise39。s salary still stay in parison to float on the shallow, even some enterprises only clinging to a single like yearend prize this form. Operator salaries backward management. Salary management, enterprise still adopt the method of older, with the concept of planned economy management concept and lack of spirit to encourage the pensation form, can arouse the enthusiasm of operators truly, want to change the status quo, in practice, the summary, in order to further perfect, causes the enterprise to obtain the human resources of petitive advantage.Four, the operator salary management trends(a) economic pensation to the overall packages trend.Currently, the pany will pay for only monly, but actually, the economy in the work is pleted, employees, especially the operator to get more prehensive returns and reward. At present, in the developed countries has generally acrosstheboard pay concepts that can put pensation as purely economic pensation, not a single wage, salary, but economic it also includes the mental stimulation. With the improving of economic pensation for knowledge, the employee salary incentive effect will be greater. Our pany will set up the prehensive concept, will pay pensation and internal external pensation, material and spiritual encouragement and motivation of employees, and carry on the omnidirectional incentive pensation system, in order to promote the perfect, in response to the challenges of globalization talents petition.(2) to the management of humanistic management.Compared with the management, the humanist management idea for people in the role of knowledge management and more profound. With the knowledge of new ability and learning capability has bee the most prominent in the aspects of humanity. Can this management idea, emphasize including salary distribution management activities should be conducive to reflect and development ability. This requires enterprises should realize that in modern salary management system, the cost of the salary system and depends not only on spending more depending on the efficiency of the ability, based on the labor are often the most expensive cheap. Salary should not only be regarded as a kind of cost, more should be regarded as a kind of investment, one can bring the return value of investment, pay enterprise knowledge staff39。s salary should be a kind of human capital and the human cost.(3) short term incentive to longterm incentive trend.Enterprises should pay attention to the operator from shortterm incentive to longterm incentives. Shortterm properties easily lead to pay a lot of work, the operator behavior affect the sustainable development of the enterprises and longterm development strategy. In recent years, more and more enterprises have been implemented, including precipitation salary increment and stock shares performance, virtual stock plan, stock options, etc, in order to improve the longterm incentive longterm incentive effect.(4) increase satisfaction to increase loyalty trend.At present, many enterprises are faced with such confusion: enterprise often pay a high salary, but some core staff loyalty, instead of down. One of the important reasons for the salary pays attention to is just to have external petitiveness, but not enough to pay attention to the internal consistency, namely the employee salary level very seriously, but the salary structure of employees do not pay enough attention. Enterprises need to adapt to changing conditions, the need to pay attention to concern from ongoing effectiveness, pay salary strategy transformation, treat the core staff, a flexible and more humanized management system, not only for them to pay attention to them, but also participate in more revenue sharing enterprises.我國企業(yè)經營者薪酬激勵問題探討一、經營者的涵義及其在企業(yè)所處的地位“經營者”是基于企業(yè)所有權與經營權關系，并與“經營權”相應的一個概念。所謂“經營者”，是指掌握企業(yè)經營權，從事企業(yè)戰(zhàn)略性決策并直接對企業(yè)經營活動和企業(yè)經營效益負責的企業(yè)高級管理人員。經營者不同于一般的管理人員或經理人員，經營者擁有戰(zhàn)略決策權，而一般管理人員主要擁有戰(zhàn)略決策的執(zhí)行權和業(yè)務決策權；經營者直接對企業(yè)經濟效益負責，而一般管理人員只對職能部門的運轉效益負責；經營者的工作對整個企業(yè)的自下而上和發(fā)展產生直接和全面的影響，而一般管理人員對企業(yè)的影響是局部的或間接的；經營者的工作有很大的風險性，而一般管理人員工作的風險性較小。美國康奈大學的斯奈爾教授認為，企業(yè)中人力資源的價值及重要性是不同的。他按照價值和稀缺性兩個維度將企業(yè)員工分為四種類型。核心人才是企業(yè)的精英與骨干，經營者作為一種人力資本，他們對企業(yè)的生死存亡起著舉足輕重的作用，能夠為企業(yè)創(chuàng)造出巨大的財富，他們極其稀缺，是企業(yè)最寶貴的資源之一。二、薪酬管理的內容及薪酬激勵的作用（一）薪酬管理的內容薪酬有狹義和廣義之分，從狹義的角度來看，薪酬是員工為企業(yè)提供勞動而得到的貨幣報酬與實物報酬的總和，包括：工資、獎金、津貼、提成工資、勞動分紅、福利等。廣義的薪酬包括經濟的報酬和非經濟性的報酬。經濟性的報酬指工資、獎金、福利待遇和假期等。非經濟性的報酬指個人對企業(yè)及工作本身的心理上的一種感受。薪酬既包括外部薪酬，也包括內部薪酬。外部薪酬包含直接薪酬和間接薪酬，即基本工資、績效工資、獎勵工資及休假、津貼、保險等；內部薪酬包括參與決策，更大程度上的工作自由、權限、責任、個人成長機會等，它是一種看不見摸不著的東西，是企業(yè)無成本的薪酬，但對員工卻起著強烈的激勵作用。（二）薪酬激勵的作用企業(yè)能夠滿足員工的生活需要并認可其所做出的努力。員工會把自己所得的薪酬與其他人的薪酬進行比較，進而判斷企業(yè)對自己重視程度，從而衡量自己在企業(yè)中的地位。薪酬在吸引、保留和激勵員工方面具有重要的作用。如果企業(yè)的薪酬設計合理，內部做到公平，同時在市場上又具有競爭力，優(yōu)秀的員工就不會因為薪酬方面的問中，必須在崗位評估、職位分析、職位評價等方面體現(xiàn)科學、公平、激勵、經濟、競爭及合作等特點。企業(yè)的薪酬系統(tǒng)具有一定的調節(jié)作用。通過調