B XXX家私有限公司激勵機制研究 外文參考文獻譯文及原文DOC

1、本科畢業(yè)設計（論文）外文參考文獻譯文及原文 學 院 經濟管理學院 專 業(yè) 工商管理 年級班別 學 號 學生姓名 指導教師 年 月 日目 錄外文文獻譯文1外文文獻原文.9我國中小企業(yè)激勵機制的問題及對策摘 要文章主要分析了中小企業(yè)激勵機制存在的問題及產生的原因，并從物質激勵、精神激勵和員工發(fā)展激勵等方面探討中小企業(yè)健全激勵機制的對策。關鍵詞：中小型企業(yè)；激勵機制；問題；對策1 我國中小企業(yè)激勵機制存在的問題所謂企業(yè)激勵機制，是指企業(yè)通過物質和精神的手段來創(chuàng)造、激發(fā)、滿足并維持員工工作積極性、主動性、創(chuàng)造性的基本條件，從而保證企業(yè)實現預期目標的功能。目前，中小企業(yè)激勵機制主要存在以下問題。1.1缺

2、乏完善和制度性的激勵機制激勵制度是引導、規(guī)范員工行為導向共同目標的各種措施的總和。員工是企業(yè)的生命和寶貴財富，一個產品從設計到開發(fā)、生產、銷售，都離不開員工的辛勤勞動，因此企業(yè)應當具有完備的激勵制度，這是員工做好本職工作的環(huán)境要求，也是保證企業(yè)目標順利實現的制度保證。但是在部分中小企業(yè)中普遍缺乏獎懲制度，缺乏正確獎勵員工的方法，缺乏一個明確的標準，獎懲存在很大的隨意性，管理者僅憑個人的好惡和倫理道德對員工進行獎懲，“獎得輕，罰得重，承諾兌現少”等現象時有發(fā)生；另外，部分中小企業(yè)薪酬設計不公平、外在競爭力不強以及財務管理制度混亂，這些狀況的存在，使得許多員工工作積極性、主動性、創(chuàng)造性被扼殺，造成

3、中小企業(yè)問惡意競爭加劇，企業(yè)成長率不高等諸多問題，究其原因就是激勵方法的不當和激勵手段、制度的落后所致。1.2激勵機制缺乏資金支持由于中小企業(yè)大多處于資金積累的成長期，資金實力相對薄弱，面對大企業(yè)年薪數十萬元，甚至上百萬元招募人才的大手筆就是顯得無能為力了。1.3重視物質激勵而忽視精神激勵目前我國的中小企業(yè)基本上采取單一的物質激勵，企業(yè)管理者忽視對激勵方式的研究，激勵手段過于單一，忽視了物質激勵與精神激勵的有機結合。還有些企業(yè)沒有對員工的需要進行分析，“一刀切”地對所有的人采用同樣的激勵手段，沒有認識到激勵的有效性在于不同需要。激勵方式上只注重物質激勵，強調獎金和紅利的重要性，而不注重對員工的

4、非物質性激勵，對基層員工不予購買社會保險、工傷保險，員工缺乏安全感；只重視金錢激勵，而忽視對員工的關心，在觀念上只把員工作為企業(yè)的“雇員”在“利用”，而不是將員工視為企業(yè)的“成員”真正去關心和愛護他們。1.4照搬照抄大企業(yè)的激勵模式企業(yè)激勵機制是企業(yè)動力和活力的源泉，激勵機制的不健全已經給中小企業(yè)的發(fā)展帶來了嚴重的影響。雖然現在一些中小企業(yè)意識到了激勵的重要性，但是并沒有從企業(yè)自身的實際出發(fā)，而是照搬大公司的激勵機制，結果造成“水土不服”。激勵機制的設計應根據自己實際情況出發(fā)，充分利用規(guī)模小，結構靈活的優(yōu)勢來制定更有效的激勵模式。2 我國中小企業(yè)激勵機制存在問題的原因分析2.1缺乏戰(zhàn)略性規(guī)劃而

5、且行為短期化沒有真正的戰(zhàn)略規(guī)劃，行為短期化是中小企業(yè)的重大弱點，這容易造成中小企業(yè)領導目光短淺、急功近利，具體表現在政策上朝令夕改，用人標準往往因一時一事而頻繁改變，缺乏從戰(zhàn)略角度出發(fā)培養(yǎng)核心人才，尤其是對管理人才的長遠考慮。在用人觀上只注重員工對企業(yè)的價值，而較少考慮為員工提供充分的發(fā)展機會，留不住人心，更不能形成一支核心的管理團隊。2.2家族式經營管理模式制約中小企業(yè)大都是民營性質，較普遍采用的是家長制式的經營管理模式。企業(yè)的經營者在企業(yè)中專制獨裁，缺乏對員工需要的了解，對員工的合理化建議置若罔聞，在企業(yè)經營上存在很大的肓目性、主觀性、隨意性，嚴重挫傷了員參與企業(yè)管理、實現自我價值的欲望和

6、要求。另外，這種模式的排外性造成家族外的員工即便有較高的管理知識和專業(yè)技能，也很難依靠能力獲得晉升，有才干的人始終被排除在決策層外，沒有歸屬感和發(fā)展前途，工作動力自然不足。某些中小企業(yè)雖建立了較規(guī)范的組織制度，但關鍵職位家族化，決策權與經營權仍高度集中。企業(yè)內裙帶關系嚴重，對職業(yè)管理層的形成及其專長的發(fā)揮十分不利，也給人員的招聘、培訓、考評帶來很大困難，使得企業(yè)當中激勵機制的運行缺少相應的外部支持。2.3缺乏系統公正的評價體系亞當斯的公平理論告訴我們要重視激勵過程中的公平性。建立系統、公正的評價體系是有效激勵的保證。激勵機制是針對每一個人的，不允許有特權階層的存在、不允許任何人凌駕于制度之上、

7、不允許有任何人不受規(guī)則、制度的約束和制約，規(guī)則的執(zhí)行要一視同仁，不打折扣，不搞優(yōu)惠，不留情面，同時，對員的勞動成果要給予公平、科學的認定的評價，以便使公平結果對行為的過程起到正確導向的作用，體現出過程和結果的統一，真正做到職權明確、授權合理、獎勤罰懶，公平合理。3 建立與完善中小企業(yè)激勵機制的對策中小企業(yè)與大企業(yè)相比，有其自身優(yōu)勢與特點，但又有其無法彌補的劣勢，一是人力資本弱，人員的整體素質也較差，中小企業(yè)大都是業(yè)主自主經營，業(yè)主相對于從市場上聘用的職業(yè)經理來說畢竟專業(yè)知識有限，管理手段、管理體制相對較差；二是財力、物力有限，中小企業(yè)與大型企業(yè)相比較，其中一個最大的特點是它的資產額、經營額較小

8、，在市場競爭中處于弱勢地位。因此，在探討健全中小企業(yè)激勵機制的過程中必須充分分析中小企業(yè)的自身特點，對癥下藥。只有如此，才能解決大量中小企業(yè)運用激勵機制卻無法取得效果的現實狀況。激勵是對員需求的滿足，員工的需求是多種多樣的，故激勵的途徑也應是多種渠道。3.1物質激勵的構建根據馬斯洛需要層次理論，生理的需要是最基本的需要，如果能滿足員工基本的物質要求，以確保其基本生活的話，那么員工就可以把注意力放到工作的質量上去，在員工隨著他們的需求等級取得進步的時候，他們的動機更容易轉移到追求個人與組織目標實現上來。因此，在中小企業(yè)中物質激勵是最根本、首要解決的問題。中小企業(yè)的物質激勵包括工資、獎金和福利安排

9、三個方面。物資激勵是一種最基本的激勵手段，因為獲得更多的物質利益是普通員工的共同愿望。同時，員工收入及居住條件的改善，也影響著其社會地位、社會交往，甚至學習、文化娛樂等精神需要的滿足。運用物質利益激勵方法時，應遵循以下標準：首先，績效與報酬直接掛鉤，工作業(yè)績越大，所得報酬越多；其次，工作業(yè)績考核評定力求公正；最后，在進行物質激勵時，應輔之以精神激勵，把人們的追求引向更高的思想境界。在員工物質激勵機制的實施過程中，存在很多激勵模式，隨著企業(yè)的不斷發(fā)展壯大，一些物質激勵模式也得到廣泛運用，例如用于激勵銷售人員的個體激勵模式：傭金計劃；用于激勵多數員工的團體激勵模式：利潤分享計劃?？傊?，中小企業(yè)在設

10、計或選擇物質激勵計劃時，應考慮下列因素對激勵計劃的影響：包括企業(yè)的使命與遠景、經營計劃、組織結構與核心競爭力、所處的生命周期、企業(yè)文化與管理風格、市場定位與經濟環(huán)境。3.2精神激勵的構建隨著我國改革開放的深入發(fā)展和市場經濟的逐步確立，“金錢萬能”的思想在相當一部分人的頭腦中滋長起來，有些企業(yè)經營者也一味地認為只有獎金發(fā)足了才能調動職工的積極性。但在實踐中，不少單位在使用物質激勵的過程中，耗費不少，而預期的目的并未達到，職工的積極性不高，反倒貽誤了組織發(fā)展的契機。事實上人類不但有物質上的需要，更有精神方面的需要，因此中小企業(yè)在注重建立物質激勵的同時，必須著手建立與之相應的精神激勵。主要有：1、感

11、情激勵。人和動物的基本區(qū)別是人有思想和感情。感情因素對人的積極性有重大影響。所謂感情激勵，是指領導者與其下屬和工作人員建立起一種親密友善的情感關系，以情感溝通和情感鼓動作為手段，調動起員工的工作積極性。2、榜樣激勵。榜樣的力量是無窮的，榜樣激勵主要有兩條途徑：一是在中小企業(yè)樹立先進的典型人物，以先進人物為榜樣激勵員工，但是要注意事跡的真實性和群眾基礎的廣泛性；二是領導者要身先士卒，率先垂范，領導如能以身作則，對整個企業(yè)成員影響巨大，一個領導者要想調動全體工作人員與實現企業(yè)目標，不僅需要職權，而且需要威信，而威信的樹立，就需要其言行表現必須是自己部屬成員的榜樣，使他們心悅誠服地接受領導，同心協力

12、去實現組織目標。3、目標激勵。企業(yè)目標是企業(yè)凝聚力的核心，企業(yè)目標和個人目標的結合可以將企業(yè)和員工更加緊密地聯系在一起，企業(yè)的發(fā)展戰(zhàn)略和遠景是鼓勵員工投入工作的基本力量，企業(yè)目標在理性和信念層次上實現對員工有效的激勵，使員工明確個人的努力方向并增強實現目標的信心。4、理想激勵。中小企業(yè)的每名員工都有自己的理想，如果他發(fā)現自己的工作是在為自的理想而奮斗，就會煥發(fā)出無限的熱情。因此，管理者應該了解員工的理想，并努力將公司的目標與員工的理想結合起來，實現企業(yè)和員工的共同發(fā)展。結 論無論是大企業(yè)還是中小企業(yè)，為了在人才大戰(zhàn)中獲得優(yōu)勢，紛紛提出增加薪水，完善福利制度等措施，而在這方面，中小企業(yè)是無法與大

13、企業(yè)相抗衡的。因此，對于中小企業(yè)而言，要做的不僅僅是增加員工的收入，改善員工的福利，更重要的是創(chuàng)造條件，讓他們有較多的發(fā)展機會，能夠實現自我，感到滿意，進而激發(fā)他們的工作動機。那么，中小企業(yè)就應把注意放在對員工本身的關注上面，加強對員工的職業(yè)生涯管理、重視工作再設計、重視對員工的培訓激勵?？傊?，當前中小企業(yè)在激烈的市場競爭中，可以利用的資源不多，但若能健全好企業(yè)的激勵機制，充分調動員工積極性，中小企業(yè)必能脫穎而出，在競爭十分激烈的市場中立于不敗之地。參 考 文 獻1張翼翔淺議中小企業(yè)的激勵機制J經濟師，2004，(1)2萬君康，陳全國淺議中小企業(yè)管理者的人力資源活動J經濟經緯，2004，(3)

14、3林枚構建企業(yè)動力之源J經濟問題探索，2004，(1)4田志鋒，彭正龍我國中小企業(yè)人力資源管理現狀及對策研究J萊陽農學院學報，2005，(9)5加里·德斯勒著吳雯芳，劉昕譯人力資源管理(第九版)M北京：人民 版社，20056朱永新人力資源管理心理學M上海：華東師范大學出版社，20037陳德銘，周三多中小企業(yè)競爭力研究M南京：南京大學出版社，2003 Problems of incentive mechanism in Chinas small an medium-sized enterprises and their countermeasures Zhi ping Zeng ,pu

15、 rong Zhou(Business College,Hunan Normal University,Changsha,Hunan 410081,China)AbstractThis paper mainly analyzed the existent problems of incentive mechanism in Chinas small and medium-sized enterprises and the reasons that the problems happened.Solutions of improving that mechanism in those enter

16、prises were also explored from such aspects as material,spiritual and employees development stimulation and so on.Keywords: small and medium-sized enterprises，incentive mechanism， problem，countermeasure.1 Problems of incentive mechanism in Chinas small an medium-sized enterprises(SMEs)What is called

17、 enterprises incentive mechanism?That means the enterprise through the material and spiritual means to create, inspire, satisfy the staff and maintain the enthusiasm, initiative, creativity of the basic conditions, thereby ensuring that the enterprises to achieve the desired objective function. At p

18、resent, SMEs incentive mechanism following major issues.1.1 A lack of proper institutional stimulation mechanism.Incentive system is to guide and regulate the staff common goal-oriented behavior of the various measures combined.Staff is the life and treasure of the enterprise. A product from design

19、to development, production, sales, is inseparable from the hard work of staff. Therefore,the enterprise should have a comprehensive incentive system, this is the request of staff to do their job more well, and also to ensure the smooth realization of corporate goals of the system guarantee. But in s

20、ome SMEs lack of rewards and punishments, the lack of a proper reward to the staff for the way lack of a clear standard, the incentive is very arbitrary, managers alone personal preferences and ethics of staff incentives, "a light Award, a heavy penalty, less commitment to honor "have occu

21、rred from time to time; In addition, the design of some SMEs pay unfair external competitiveness and chaotic financial management system. The existence of these conditions, so many employees works initiative, and creativity is smothered. Causing malicious increased competition and growth rate is not

22、 higher number of problems. Is it because the incentive is inappropriate and backwardness of the system.1.2 Incentive mechanism lack of funding support. Since most SMEs in capital accumulation of maturation relatively weak financial strength.In the face of large enterprises annual salary of thousand

23、s of dollars. Even millions to recruit talent is a masterpiece seems powerless. 1.3 Take the matter excitation seriously but ignore the spirit excitation. Now, our SMEs are basically the adoption of a single material incentive. Enterprise managers ignored the study of incentives. They incentives are

24、 too single and ignore the material and spiritual rewards encourage the organic integration. Some enterprises also failed to staff needs analysis. All the people using the same incentives that is "across the board". They have not recognize the validity of incentives to different needs.The

25、way of incentive just focus on material incentives, bonuses and dividends.But not focus on the staff of non-material incentives. The bottom employees are have not to buyed social insurance, work-related injury insurance. So they feel lack of security.The managers only cares about money incentive,but

26、 ignored concern of employees.The staff as enterprises "employee" to "exploiting" in concept,instead of enterprise employees as "members" truly care about and cherish them. 1.4 Copy large enterprise incentive model.Incentive mechanisms are dynamic and source of enterpri

27、ses.Incentive mechanism is not complete is to the development of SMEs poses a serious impact. Although some SMEs aware of the importance of incentives.But they did not from theyself reality,just copying large companies an incentive mechanism.So resulting in "crack". Incentive mechanism sho

28、uld be designed according to their actual conditions and make full use of small scale,and flexible structure to the advantage of the development of more effective incentive model.2 Analyzing the problems of incentive mechanism in SMEs.2.1 The lack of strategic planning.Short-term behavior.There are

29、not real strategic planning.The short-term behavior is the major weaknesses of SMEs.It is easy cause the leader of SMEs short-sighted and success as reflected in policy changes. employment criteria often moment and frequent change, the lack of strategy from the perspective of training the core talen

30、t especially for the long-term management personnel to consider. Employers concept of focusing on the staff of the value of the business, and less given to the provision of adequate staff development opportunities, holding people, not the formation of a core management team.2.2 The constraints of fa

31、mily management model. SMEs are mostly private nature.The more common use is for parents to the standard mode of operation and management. Enterprise managers are dictatorship and lack of understanding of the needs and regardless rationalization suggestion of staff in enterprises. In business, there

32、 is a big blind forces of nature, subjective and arbitrary.It is seriously hurt the employees involved and unrealize the value of self-desires and demands in the management of enterprises. Moreover, this pattern of exclusion resulting from staff outside the family even higher management knowledge an

33、d professional skills, also very difficult to rely on the ability to be promoted. The talented people have always been excluded from the decision-making. There is no sense of belonging and future and inadequate work force. Although some SMEs to establish a more standardized system of organization.Bu

34、t the key posts of the family, the decision-making and management is still highly concentrated. Enterprises nepotism serious, professional management expertise in the formation and play a very negative,but also caused great difficulty to the recruitment, training, evaluation. It makes enterprise inc

35、entive mechanism in the operation of the corresponding lack of external support.2.3 Lack of systematic and lack of fair evaluation.Adams fair theory tells us that we should encourage the process to equity. Building systems, and fair evaluation system is effective incentive guarantee. Incentive mecha

36、nism is for each individual, and not allowed to have a privileged existence, do not allow anybody to override the system, not allow anyone without rules, constraints and limitations.The implementation of these rules will be treated the same, thus not to pursue the concessions,not discount,not prefer

37、ential and not favor.At the same time,the hard work of staff should be given a fair and scientific evaluation. So that a fair outcome of the process has played the role of the correct direction. A manifestation of the process and results of the unification.Really do have clear authority to authorize

38、 reasonable, diligent, fair and reasonable. 3 SMEs to establish and perfect the countermeasure of incentive mechanism.SMEs and large enterprises has its own advantages and characteristics. It has its irreparable disadvantage.The weak human capital and the overall quality is poor.Mostly owners of SME

39、s operate independently.Owners from the market in relation to employ professional managers who limited expertise,poor management,and bad management systems.Second,the financial and material resources are limited.SMEs and large enterprises, compared to one of the biggest features is its assets and sm

40、aller operators in the market competition in a weak position. Therefore, to investigate the mechanism and improve incentives for SMEs in the process need to fully analyze the inherent characteristics, suit the remedy to the case. Only then will we be able to resolve a large number of SMEs using ince

41、ntive mechanism can not have the effect of the reality of the situation. Encouraging staff to satisfy demand, the demand for staff is diverse, it also means the incentive should be a variety of way.3.1 Construction of material incentives.According to Maslow's hierarchy of needs theory.Their phys

42、iological needs are the most basic needs.If staff can satisfy by the basic requirements of the material, to ensure that their basic livelihood.Employees will pay more attention to the quality of the work.When the hierarchy needs to progress, their motives more easily transferred to the pursuit of pe

43、rsonal and organizational goals to achieve.Therefore,material incentives is the most fundamental and most important in SMEs.SMEs material incentives including salary, bonuses and benefits. A material incentive is the most basic means of incentives.The desirability of the staff is can get more materi

44、al interests.Meanwhile,the revenue and living conditions of improvement affected their social status, social contacts, even learning, culture and entertainment etc,for satisfy their needs of psychic.When use of material interests incentive, it should adhere to the following criteria：First, the perfo

45、rmance and reward directly linked.Greater performance, earn more; Secondly, assess the performance evaluation of impartiality; Finally,when you conducting material incentives, should be accompanied by the spirit of inspiration and bring people's pursuit to a higher realm of thought. Staff materi

46、al incentive mechanism of the implementation process, there is a lot of incentive model.As the business continued to develop and grow, some material incentive model has been widely used.Such as incentives for the individual sales incentive model : commission; Incentives for the groups, most staff in

47、centive model : profit-sharing scheme. In short, SMEs in the design or the choice of material incentive scheme, should consider the following factors on the impact of incentive schemes : including corporate mission and vision, business plan, organizational structure and core competitive edge.Its lif

48、e cycle, corporate culture and management style, market positioning and economic environment.3.2 Construction of the spiritual incentive.With China's reform and opening up and in-depth development of the market economy gradually established."Money talks" in the thinking of some people&

49、#39;s minds growing up.Some operators have simply made that the only reward enough to mobilize the enthusiasm of workers. But in practice, many units in the use of material incentives in the process, the cost, and the intended purpose has not been achieved.The enthusiasm of workers is not high, but

50、have to seize the opportunity for organizational development. Indeed mankind is not only physical needs, the more spiritual needs, So pay attention to the establishment of SMEs in material incentives.We must proceed with the establishment of the corresponding spiritual incentive.First, emotional inc

51、entive. Humans and animals is the basic distinction between people thinking and feeling. Feelings on the enthusiasm of a substantial impact. The so-called feelings of inspiration and is subordinate to its leadership and staff to establish a close and friendly feelings, to communicate feelings and em

52、otion as a means of encouraging and mobilizing staff work.Second, the example of incentive. The power of examples is endless.The main incentive example are only two ways : First, the SMEs foster advanced figure, advanced people as examples to motivate staff, but must pay attention to the authenticit

53、y and deeds based on the broad masses; Second, leaders should take the lead and set a good example as to set an example in leadership, the whole enterprise a tremendous impact on the members.A leader is to mobilize all the staff and achieve business goals, not only power but also prestige, and the e

54、stablishment of prestige.It needs its activities and performance of their subordinates must be members of the example so that they convinced to accept leadership, work together to achieve organizational goals. Third, the objectives of incentive. Cohesion is the core of enterprise. Corporate goals an

55、d individual goals can be a combination of business and staff to be more closely linked together.The enterprise development strategy and vision is to encourage employees to work with basic forces. Enterprise goals in a rational and belief levels of staff to achieve an effective incentive.Giveing the

56、 staff a clear direction for the personal efforts and enhance the confidence to achieve the target. Fourth, a perfect incentive. SMEs staff each have their own ideality.If he found himself in the work for its own ideals and struggle. He will shine with boundless enthusiasm. Therefore, managers shoul

57、d understand the ideality of the staff.Also the the goal of company should be linked together with the ideal of staff.To actualize the common development of the staff.ConclusionNo matter the enterprise is large or small.To get advantage from the war of person with ability.They propose to increase salaries, improve the welfare system .In this context, SMEs and large enterprises can not contend. Therefore,SMEs not only to increase their inc