【正文】 內(nèi)外不同模式進(jìn)行了對比研究；第四章主要是闡述激勵機(jī)制構(gòu)建的一些相關(guān)問題，建立了基于激勵因素的激勵機(jī)制的模型，同時對這種激勵機(jī)制在國有企業(yè)實(shí)施中要注意的問題以及機(jī)制應(yīng)該如何實(shí)施進(jìn)行了說明；第五章是全文研究的重點(diǎn)，以改制中的河南省水利第一工程局為例，通過研究其運(yùn)營若干年中以項(xiàng)目經(jīng)理為代表的基層管理者激勵的實(shí)踐與教訓(xùn)，指出該企業(yè)針對該群體在薪酬激勵、晉升激勵和榮譽(yù)激勵等三個方面都存在缺陷。因而國有企業(yè)建立企業(yè)基層管理者激勵機(jī)制是企業(yè)深化改革的必然趨勢。因此，如何有效地激勵基層管理者已逐漸成為改制企業(yè)人力資源管理的一個重要的方面，也成為改制和重組企業(yè)可持續(xù)發(fā)展的核心命題。但是改革并不是最終目的，改革的最終目的是為了調(diào)動廣大管理者和員工的積極性，是為了搞活國有企業(yè)。隨著國有企業(yè)改制重要性的日益彰顯，關(guān)于國有企業(yè)改制的研究也逐漸成為了學(xué)術(shù)界關(guān)注的社會熱點(diǎn)和研究重點(diǎn)。國有企業(yè)基層管理者激勵機(jī)制研究摘 要二十世紀(jì)七十年代末期，我國國有企業(yè)開始了改制的步伐。隨著改制力度的加大和改制范圍的擴(kuò)展，到了二十世紀(jì)九十年代，國有企業(yè)改制進(jìn)程逐漸加快，并逐漸成為我國市場經(jīng)濟(jì)體制改革的重點(diǎn)。國有企業(yè)改制進(jìn)行的同時，近些年重組也被提上了議事日程，重組是適應(yīng)企業(yè)發(fā)展的必由之路。作為企業(yè)執(zhí)行力的主體、核心競爭力的基礎(chǔ)以及員工的示范榜樣，基層管理者的重要地位不容忽視。企業(yè)激勵機(jī)制的建立和完善，也是企業(yè)生存與發(fā)展的客觀要求。目前，國企對基層管理者缺乏統(tǒng)一的激勵政策，造成企業(yè)缺乏活力，人才流失，資源浪費(fèi)，建立企業(yè)內(nèi)部有效的激勵機(jī)制，是扭轉(zhuǎn)企業(yè)現(xiàn)狀的可行措施。進(jìn)而從提高企業(yè)綜合競爭力和經(jīng)濟(jì)效益的角度，提出了激勵機(jī)制的改進(jìn)對策和措施，對于改制國有企業(yè)基層管理人員激勵機(jī)制的重建有一定的參考價值。其次，本論文所提出的借鑒西方企業(yè)人力資源管理中的員工激勵，建立有我國文化和經(jīng)濟(jì)特色的激勵機(jī)制，對我國建立現(xiàn)代企業(yè)制度，增強(qiáng)國有企業(yè)競爭力有一定參考意義。s stateowned enterprises started to speed up the process of reform and gradually became the focus of the market economic system reform at the end of 1990s. With the development of the reform of the stateowned enterprises, more and more attention are paid on and the research on the reform of the stateowned enterprises is being the focus and hot pot in the academia. Meanwhile, reconstruction which is the only way to the development of enterprises is proposed to the agenda. However reform is not the ultimate purpose. Our aim is to muster the enthusiasm of both the managers and the staff, so as to fasten the development of the stateowned enterprises.The basic managers can not be ignored，for they are the main executive subject of the enterprises, the basis of core petencies as well as the model examples of staff. Therefore how to motivate the basic managers is being a very important aspect of the human resource management of the enterprises in the reform process and a core proposition of development of the enterprises in a sustainable. The establishment and improvement of the incentive mechanism is the objective requirement of the survival and development of the enterprises. Thus it is an inevitable trend for the stateowned enterprises to establish incentive mechanism for the basic managers. Nowadays, the lack of the unified incentive policies towards basic managers leads to the lack of energy, the brain drain and the waste of resources. And to establish an effective internal incentive mechanism is a feasible measure to reverse the current situation of the enterprises.This article is divided into five chapters. The first chapter summarizes relative definitions and does certain literature research on theories of incentive mechanism. The second chapter analyses the incentive situation of the basic managers and the situation of human resource management according to the actual situation of the stateowned enterprises. The third chapter pares different incentive methods between China and other countries as well as enterprises with different ownerships in China. The fourth chapter studies on some certain problems when incentive mechanism is established, designs the model of incentive mechanism based on the incentive factors and meanwhile discusses the issues which deserve attention and the way to carry out this mechanism when such incentive mechanism is implemented in the stateowned enterprises. The fifth chapter is the core part of this research. This chapter takes Bureau of Water Resource of Henan Province as the example, points out three defects named pensation incentive defect, promotion incentive defect and honor incentive defect by analyzing the practice and lessens during years’ of its operation, analyzes concretely several problems in regard of enterprise incentive, and proposes improving countermeasures to promote prehensive petitive power and economic benefit of enterprises which may offer reference value to the rebuilding of incentive mechanism towards basic managers of stateowned enterprises in the process of reform and reconstruction.Possible innovative points of this article include:Firstly, discover that three aspects should be covered when incentive mechanism of stateowned enterprises is constructed. Such aspects involve: designing and forming a set of epigamic incentive factors。 and controlling prehensively the efficiency of incentive course by educating, delivery and sufficient information munication.Secondly, the proposed incentive mechanism with Chinese cultural and economic characteristics which refers the employee incentive principle from the human resource management in western countries may have certain reference significance for China to establish modern enterprise system and strengthen petitiveness of stateowned enterprises.Keywords: Stateowned Enterprises； Reform and Restructure； Grassroots Level Managers； Incentive Mechanism目 錄Abstract IV導(dǎo) 論 1第一章 相關(guān)文獻(xiàn)綜述 4第一節(jié) 相關(guān)定義的討論 4第二節(jié) 激勵理論的回顧 9第二章 國有企業(yè)基層管理者激勵的實(shí)證研究 14第一節(jié) 國有企業(yè)基層管理者現(xiàn)狀 14第二節(jié) 國有企業(yè)基層管理者激勵的主要缺陷 15第三節(jié) 各層管理者激勵方法的比較 16第三章 國內(nèi)外企業(yè)管理層激勵模式的對比分析 19第一節(jié) 國外企業(yè)的激勵模式介紹 19第二節(jié) 我國企業(yè)激勵模式的介紹 21第三節(jié) 國內(nèi)外激勵模式的比較分析 23第四章 國有企業(yè)基層管理者激勵機(jī)制的構(gòu)建 24第一節(jié) 國有企業(yè)基層管理者激勵機(jī)制設(shè)計(jì)原則 24第二節(jié) 國有企業(yè)基層管理者激勵機(jī)制的構(gòu)建 26第三節(jié) 國有企業(yè)基層管理者激勵機(jī)制的實(shí)施 28第五章 案例研究 32——以河南省水利第一工程局的項(xiàng)目經(jīng)理激勵為例 32第一節(jié) 企業(yè)背景介紹 32第二節(jié) 實(shí)踐與經(jīng)驗(yàn)教訓(xùn) 32第三節(jié) 解決問題的措施 36結(jié) 論 39參考文獻(xiàn) 40導(dǎo) 論一、研究背景近10年來我國國有企業(yè)無論是絕對數(shù)量上還是相對比例上都在較大幅度地減少。國有企業(yè)的戶數(shù)從1997年至2000年減少了7萬多家。國有資本占全部實(shí)收資本的比重在如建筑業(yè)、房地產(chǎn)、批發(fā)和零售貿(mào)易等競爭性產(chǎn)業(yè)中只占30%。國有企業(yè)的生存和發(fā)展對我國經(jīng)濟(jì)的發(fā)展有著十分重要的作用。對于原有的國有企業(yè)，改制無異于一次全新的革命，作為新生的企業(yè)，能不能改善原有的體制和機(jī)制，更新原來的觀念，盡快地適應(yīng)在市場中求生存、謀發(fā)展的要求，從本質(zhì)上實(shí)現(xiàn)向現(xiàn)代企業(yè)的轉(zhuǎn)變，是國有企業(yè)成功改制的一個重要環(huán)節(jié)。人力資源管理的核心也成為通過激勵體系的建立，保證激勵過程的良性循環(huán)，實(shí)現(xiàn)人盡其才、才盡其用。本文闡明的有效的激勵機(jī)制是國有企業(yè)應(yīng)付改制重組以后激烈的市場競爭、實(shí)現(xiàn)不斷發(fā)展的必然要求，從各種激勵因素的綜合結(jié)果等一系列角度去設(shè)計(jì)激勵機(jī)制并進(jìn)行有效實(shí)施是國有企業(yè)提升競爭力的關(guān)鍵。國內(nèi)學(xué)者有很多這方面的研究但是主要是集中在國有企業(yè)整體的激勵機(jī)制的構(gòu)建或者是對高層領(lǐng)導(dǎo)者的激勵，而對基層管理者的激勵研究很少。 我國國有企業(yè)的人力資源管理受傳統(tǒng)計(jì)劃經(jīng)濟(jì)影響較深，觀念比較陳舊，知識老化，人員積極性和創(chuàng)造性沒有得到充分發(fā)揮，大部分仍然停留在人事管理階段。國有企業(yè)基層管理者激勵機(jī)制的構(gòu)建是有效進(jìn)行人力資源管理的重要內(nèi)容，同時有效的人力資源管理是企業(yè)不斷發(fā)展、達(dá)成目標(biāo)的重要手段和保證。而真正就難在如何用有效的、有針對性的和有吸引力的激勵機(jī)制去留住有用的人才。另外，通過有效的激勵機(jī)制可以形成一種健康的、積極向上的組織文化氛圍。建立有效、有用的激勵機(jī)制是十分重要的，人是現(xiàn)代企業(yè)發(fā)展的又一個重要力量，對于基層管理者