工程项目管理团队的激励机制研究-以长江工程为例.docVIP

PAGE I XX学院 毕 业 设 计 论 文 题 目：工程项目管理团队的激励机制研究 —以长江工程项目为例 XX学院毕业论文 摘 要 工程项目管理是施工工程项目管理的基础，其竞争力的大小、效率的高低关系着工程项目的总体发展。但是，目前工程项目管理中存在的主要弊端，使得团队运作的优点难以得到充分的发挥。一是项目管理缺乏制度刚性，由于委托人（公司）与代理人（项目经理）之间的信息不对称、契约不规范等导致项目经理人的权力不能受到必要的约束和监督，严重威胁着项目的经济和社会效益。二是团队激励缺失，员工工作动力不足，项目管理过程中的剩余控制权与剩余收益权不能直接关联，产权的激励作用不能得以发挥，由此而产生的“搭便车”、偷懒现象相当普遍。 文章结合我国工程项目管理的实际，运用国内外相关的理论和方法，提出建立一个包括以可变薪酬为核心，以基本工资为基础，以福利为补充的工程施工项目设计团队薪酬激励机制体系，以激励施工项目设计团队，使施工项目获得最大的效益。 关键词: 长江工程；激励机制；激励共评法 Abstract Project management is the foundation of construction project management. Its competitiveness and efficiency are related to the overall development of engineering projects. However, the major drawbacks of current project management make it difficult to bring into full play the advantages of team operation. One is that project management lacks institutional rigidity, because the information asymmetry between the principal (company) and agent (Project Manager) is unsymmetrical and the contract is not standard, so the power of the project manager can not be restricted and supervised, which seriously threatens the economic and social benefits of the project. The two is the lack of team incentive, the lack of employees work motivation, the residual control right in the project management process can not be directly related to the residual income right, and the incentive effect of property rights can not be brought into play. Thus, the free ride and lazy phenomenon are quite common. Combined with the practice of engineering project management in China, the paper puts forward a system of compensation incentive mechanism for engineering construction project design team, which includes variable salary as the core, basic salary as the basis, and supplemented by welfare, in order to motivate construction project design team and make construction project. Get the greatest benefit. Key words: Yangtze River project; incentive mechanism; incentive co evaluation method XX学院毕业论文 PAGE 2 目 录 TOC \o 1-3 \h \z \u