【導讀】激勵是人力資源管理的核心。的一種狀態(tài)，只有通過企業(yè)內(nèi)部的有效激勵。由許多復(fù)雜因素耦合作用的結(jié)果，但其中管理的激勵作用是最重要的因素之一。激勵管理有管理激勵和制度性激勵兩種體系。所以對人力資源的日常維持和激勵使用就必須因人而異，區(qū)別對待。實現(xiàn)激勵所內(nèi)涵的民主性質(zhì)的人本化要求。仁”的公平原則，設(shè)計和建立統(tǒng)一的，規(guī)范的，具有可操作性的激勵制度。的一種長期穩(wěn)定的根本性激勵機制，它是管理激勵的基礎(chǔ)或前提。群性”動機，通過終身雇傭、年序工資、內(nèi)部晉升和開發(fā)培訓等，進行人力資源激勵管理。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?！睂T工激勵上忽視了激勵群體的層次性和差異性，簡單的將激勵等同于獎勵。激勵缺乏針對性，因此，如何正確運用激勵機制，使激勵更加有效，是擺在企業(yè)領(lǐng)導者面前的。激勵對管理特別是人力資源管理的重要性自不待言。

　　

【正文】 ept of corporate management。 the external control into selfcontrol, so that each employee to form their own sense of corporate loyalty and a sense of responsibility, so that the value of employees to achieve personal and business survival and development into a passerby, if the enterprises do not know how to be peopleoriented, and lack of basic understanding of human nature and respect for , to the neglect of the personal value of human resources to enable employees to achieve longterm needs of the individual values can not be met or even depression, will not be able to retain the best talent, panies will lose petitiveness. Therefore, we must do the following: Staff carry out regular surveys to understand the extent possible, a matter of concern to employees, especially those relevant to their work, and to win the support and loyalty of staff, and staff to guide the spirit of innovation, attract and retain employees, panies should strive to collect the following the desired information staff: the fairness of work。 anizational learning。 munication。 degree of flexibility and concern。 Customer Center。 trust and delegation of authority。 the effectiveness of management。 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。 serving University。 tuition grants。 shorter working hours in summer。 the implementation of employee stock option plan。 set up a remote post office and so on. Second, the implementation of a prehensive pensation strategy to motivate employees to fully. The socalled prehensive pensation strategy, which means the pany will pay the salaries of employees classified as external and inherent in two categories, a bination of the two is the full pay, external pay referring primarily to provide their employees with quantifiable moary value, for example, the basic wage bonuses, stock options, pension, medical insurance and so on, internal pay refers to those provided to employees can not be quantified the performance of moary value of various currencies. For example, work satisfaction, for the pletion of its work to facilitate the provision of personal tools, training opportunities, attractive corporate culture, good interpersonal relations, coordination of the work environment, as well as individual recognition, appreciation and so on, external salaries and pay their own internal incentives have different functions. Their contact with each other, plement each other, constitute a plete system of remuneration, practice has proved that as a result of stafftobusiness expectations and needs to be prehensive, which includes not only material needs, but also spiritual needs, and thus the implementation of full pay strategy, is an effective model of staff motivation. Third,incentives should be fair, just and eliminate incentives for big. Fair and impartial is a fundamental principle of motivation. If you do not fair, improper Prize Award, improper punishment and punishment, not only can not receive the desired results, but will result in many negative consequences, it is necessary to impartial and incorruptible, regardless of affinity, regardless of distance, will be treated equally in order to promote the enthusiasm of the staff along the right direction virtuous circle, as proposed by the United States manage the academic award as the criteria. Only by doing so can enhance the cohesion and centripetal force. At the same time, incentives are clearly ancient times people believed in the basic management principles. In fact if the additional money as wages, as it is unrelated to individual performance and reward, employees feel they deserve it, rather than the result of the efforts, so that people can not be stimulated and motivated. Therefore, the smart managers should do everything possible to reward and recognize performance bine it with the cause of loyalty, dedication to the cause of the close bination of fact, the staff inside the imbalance is that they do good , there are dedicated, but work with people who do not receive the same treatment. This is often not satisfied with the staff and leadership reasons, incentives to panies linked to behavior and employee benefits, the higher the protection of personal value, the greater their ine, and through incentives to create a fair petitive environment to increase the parability of results, and promote up groups. To sum up, the management of enterprises in the use of incentives should be peopleoriented, pay attention to and strengthen the strong spirit of enterprise and development of mining resources to improve the workers pensation which the degree of nonmaterial rewards, in the determination and implementation of policies and work rules and regulations in, and strive to embody the principle of fair and equitable. Employees should not blindly encourage unrealistic earnings expectations increase, otherwise you will enable enterprises to individual workers or groups of incentives and constraints arising from the difficulties, the effectiveness of decline, more difficult.