論企業(yè)的激勵機(jī)制與薪酬管理-展示頁
2024-12-28 21:47本頁面
【正文】 ........................................... 13 設(shè)計合理的薪酬結(jié)構(gòu) ...................................................................................... 13 建立科學(xué)的績效考評體系 .............................................................................. 15 實行短 中長期激勵相結(jié)合的激勵方式 .......................................................... 16 堅持三個公平原則 .......................................................................................... 17 結(jié)論 .............................................................................................................................. 18 致謝 .............................................................................................................................. 19 參考文獻(xiàn) ...................................................................................................................... 20 1 本研究的目的與意義 進(jìn)入 21 世紀(jì)以來，企業(yè)之間的競爭日趨激烈，競爭己經(jīng)由原來的“產(chǎn)品競爭”、“技術(shù)競爭”和“管理競爭”發(fā)展為“人才的競爭”。 pensation management。s enterprises to establish a rational incentive to pay higher demands, which fully reflects the incentive pay features. Based on reality, this paper describes the theory of incentive pay, and then summed up our business there are a number of issues of incentive pay: salary structure is irrational, the performance evaluation system is imperfect, focusing on shortterm benefits, incentive pensation is not ideal and so easy to have a negative effect and on this basis, analysis of the problems of a variety of reasons: the concept of egalitarianism seriously, the distribution of basic pay is weak, salaries and remuneration of nonstrategic understanding of the position of onesidedness and so on. Finally, the proposed effective countermeasures: design a reasonable salary structure, the establishment of scientific performance appraisal system, the implementation of a bination of short and longterm incentive incentives, adhere to three principles of fairness. Hope these suggestions will pay incentives for the implementation of China39。s needs are met, it is usually produce a higher level of pensation needs, and demand for staff salaries are often multilayered coexist. From the perspective of incentives, employees pay a higher level of unmet demand for higher pay for employees is the greater the incentive. Conversely, if the employee39。希望這些建議能夠為我國企業(yè)薪酬激勵的實施提供有力的指導(dǎo)和借鑒，與大家共勉?；诂F(xiàn)實情況， 本文首先介紹了薪酬激勵的有關(guān)理論，然后總結(jié)了我國企業(yè)薪酬激勵 存在的若干問題：薪酬結(jié)構(gòu)不合理、業(yè)績評估體系不完善、注重短期效益、薪酬激勵不理想容易產(chǎn)生消極作用等，并在此基礎(chǔ)上分析了問題存在的各種原因：平均主義觀念嚴(yán)重、薪酬分配的基礎(chǔ)工作薄弱、薪酬的非策略性和薪酬構(gòu)成認(rèn)識的片面性等。 薪酬激勵作用發(fā)揮的好壞直
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