电大工商管理（毕业论文） 国有企业经营者薪酬激励的主要问题.docVIP

摘 要 按照企业所有者国有与非国有的性质，我国的企业可以分为两大类，即国有（包括国有控股）企业和非国有企业。从企业经营代理人——企业经营者的经营劳动的性质来说，两类企业中的经营者是相同的，但在收入分配方面却有很大的差异，面临着许多问题。长期以来，我国国有企业经营者在持续为企业发展作出贡献的同时，在收入方面却没有得到应有的回报。国有企业经营者薪酬制度存在着许多不适应现代企业制度和市场经济体制的弊端和缺陷，这些弊端和缺陷严重制约了国有企业经营者积极性和创造性的发挥，不利于国有企业的深化改革和持续发展。面对不少优秀国企的非正常衰亡，面对上市公司高管人员的频频出事，我们不得不承认：虽然国有企业经营者薪酬制度随着20多年的企业改革有了一定的进步，但仍然滞后于其它方面的改革，很多企业现有的经营者收入条件不可能留住或吸引优秀人才。 本文主要阐述了国有企业经营者薪酬激励不科学、公司治理结构不科学以及由于公司治理结构不科学所造成的企业经营者在选聘、考核、约束等方面的不合理。并在此基础上提出了关于薪酬制度改革路径的思考。 关键词: 经营者 薪酬激励 机制 动机 满意度 Abstract According to the state-owned and non-state-owned nature of ownership, China’s enterprises can be classified into two types: state-owned (including enterprises whose controlling stake is owned by the state) and non- state-owned with regard to the enterprisers managing labor, the enterprisers of the two types above are the same. However, a great difference exists in terms of income allocation, thus it causes dozes of problems. Since a long time ago, the enterprisers from state—owned enterprises who devoted themselves to the cause of enterprise development, haven’t gained their deserved reward. The reward system in state—owned enterprises have many disadvantages and defects that don’t suit the modern enterprises mechanic and market economy institution, which terribly restrain enterprises enthusiasm and creativity, and are unfavorable for the deeper reformation and sustainable development of the state—owned enterprises. Facing the abnormal decline of many outstanding state—owned enterprises, facing the one-by-one bridal cases of senior managers in listed company. We have to admit: although the reward system of state—owned enterprises have been improved somehow together with the reformation of enterprises in the past two decades, it’s still lagged behind. The present condition of income in some company make it impossible to sustain or absorb talents. This thesis will mainly state the unscientific reward system iyn state—owned enterprises, the unscientific managing s