【正文】 ............................................................... 9 ........................................................................... 9 ..................................................................... 10 第四章 北方交通激勵(lì)機(jī)制存在的主要問(wèn)題及原因分析 .................. 11 ................................................. 11 第五章 北方交通解決員工激勵(lì)機(jī)制問(wèn)題的對(duì)策 ............................. 16 ......................................................................... 16 ................................................................................. 17 ......................................................................... 18 合理的溝通 渠道 ....................................................................... 18 第六章 結(jié)束語(yǔ) .............................................................................. 20 參考文獻(xiàn) ....................................................................................... 21 致謝 .............................................................................................. 22 1 第一章 引 言 問(wèn)題的提出 金融危機(jī)過(guò)后企業(yè)面臨著前所未有的國(guó)際化人才競(jìng)爭(zhēng)。 薪酬 II Abstract How to retain talent is an eternal topic of corporate governance. Talented people are always switched away, mediocre people are always hanging on. All businesses must face a dilemma: how to resolve the employee desires the continued expansion and pay relatively stable. Because the employee may at any time to grow and salaries in the enterprise can not be firmly hand in hand, no one will always be satisfied with their pay. The personal wealth is too large may cause side effects, it may encourage people to overplacency. In our era of change, faced with employees behind the eternal desire to challenge, we have what should we do. Enterprises incentive mechanism of the most fundamental purpose is the right guidance and motivation of employees, enabling them to achieve anizational objectives while achieving its own needs, increase their satisfaction, so that their enthusiasm and creativity to continue to maintain and carry forward. From this it can be said that incentives for the use of good or bad to a certain extent, deciding the rise and fall of an important factor. How to make good use of incentives and the implementation of the right of employees in all enterprises face incentives has bee a very important issue. I think the most important thing is how to establish the value of the business system and distribution mechanisms, which is the core issue of corporate culture. Human resources development and utilization of enterprise development also includes a series of rules and regulations matched incentives. Only the incentive to produce high efficiency, only the incentive to generate cohesion, businesses to get sustainable development. Keyword ： incentive mechanism。 關(guān)鍵詞 ： 激勵(lì) 機(jī)制 。 人力資源的開(kāi)發(fā)和利用還包括企業(yè)制定一系列與規(guī)章制度相配套的激勵(lì)措施。如何運(yùn)用好激勵(lì)機(jī)制和實(shí)行正確的員工激勵(lì)也就成為各個(gè)企業(yè)面臨的一個(gè)十分重要的問(wèn)題。企業(yè)實(shí)行激勵(lì)機(jī)制的最根本的目的是正確地誘導(dǎo)員工的工作動(dòng)機(jī)，使他們?cè)趯?shí)現(xiàn)組織目標(biāo)的同時(shí)實(shí)現(xiàn)自身的需要，增加其滿意度，從而使他們 的積極性和創(chuàng)造性繼續(xù)保持和發(fā)揚(yáng)下去。而個(gè)人財(cái)富過(guò)大可能產(chǎn)生副作用，激勵(lì)過(guò)度卻可能讓人不思進(jìn)取。所有企業(yè)都必須面對(duì)一個(gè)矛盾：如何解決員工欲望的不斷膨脹和薪酬的相對(duì)穩(wěn)定。 I 摘 要 如何留住人才是一個(gè)永恒的企業(yè)管理課題。優(yōu)秀人才總是跳槽而去，平庸的員工總是賴著不走。因?yàn)閱T工隨時(shí)都可能在企業(yè)中成長(zhǎng)而薪酬不可能緊緊相隨，沒(méi)有人會(huì)總是對(duì)自己的薪酬感到滿意。在我們這個(gè)變革的時(shí)代，面對(duì)企業(yè)員工欲望后面的永恒難題，我們究竟該何去何從。由此也可以說(shuō)激勵(lì)機(jī)制運(yùn)用的好壞在一定程度上是決定企業(yè)興衰的一個(gè)重要因素。 我認(rèn)為，最重要的是如何確立企業(yè)的價(jià)值體系和分配機(jī)制，這也是企業(yè)文化的核心問(wèn)題 。只有激勵(lì)才能產(chǎn)生高效率，只有激勵(lì)才能產(chǎn)生凝聚力，企業(yè)才能獲得可持續(xù)發(fā)展。 激勵(lì)措施 。 incentive measures。知識(shí)經(jīng)濟(jì)時(shí)代全面到來(lái)有經(jīng)驗(yàn)的企業(yè)領(lǐng)導(dǎo)者都知道，企業(yè)最后的興衰取決于人。而激勵(lì)是人力資源管理的重要內(nèi)容。因此，企業(yè)實(shí)行激勵(lì)機(jī)制的最根本的目的是正確地誘導(dǎo)員工的工作動(dòng)機(jī)，使他們?cè)趯?shí)現(xiàn)組織目標(biāo)的同時(shí)實(shí)現(xiàn)自身的需要，增加其滿意度，從而使他們的積極性和創(chuàng)造性繼續(xù)保持和發(fā)揚(yáng)下去。 目前，我國(guó)裝備制造行業(yè)發(fā)展勢(shì)頭迅猛，金 融危機(jī)的到來(lái)使我國(guó)的裝備制造業(yè)面臨嚴(yán)峻考驗(yàn)，為應(yīng)對(duì)國(guó)際金融危機(jī)的影響，落實(shí)黨中央、國(guó)務(wù)院關(guān)于保增長(zhǎng)、擴(kuò)內(nèi)需、調(diào)結(jié)構(gòu)的總體要求，確保裝備制造業(yè)平穩(wěn)發(fā)展，國(guó)家也做出了相應(yīng)的規(guī)劃，但作為還在起飛階段的企業(yè)來(lái)說(shuō)人才戰(zhàn)略是重中之重。政府給予的光環(huán)，掩蓋了裝備制造企業(yè)自身管理能力的諸多問(wèn)題，尤其在人力資源管理方面存 在的突出問(wèn)題，在今后必然將制約著裝備制造企業(yè)的持續(xù)穩(wěn)定發(fā)展。 2 北方交通作為一個(gè)后起的裝備制造企業(yè) 要抓住在金融危機(jī)過(guò)后國(guó)家正處于擴(kuò)大內(nèi)需、加快基礎(chǔ)設(shè)施建設(shè)和產(chǎn)業(yè)轉(zhuǎn)型升級(jí)，對(duì)先進(jìn)裝備有著巨大的市場(chǎng)需求的大好時(shí)機(jī)；金融危機(jī)加快了 世界產(chǎn)業(yè)格局的調(diào)整，為我國(guó)提供了參與產(chǎn)業(yè)再分工的機(jī)遇，裝備制造業(yè)發(fā)展的基本面沒(méi)有改變。