财经理论与实践
財經理論與實踐
재경이론여실천
The Theory and Practice of Finance and Economics
2012年
2期
94~98
,共null页
国有控股集团企业 知识型员工 激励组合
國有控股集糰企業 知識型員工 激勵組閤
국유공고집단기업 지식형원공 격려조합
State holding enterprises; Knowledge staff; Incentive portfolio
国有控股集团企业知识型员工激励组合包括薪酬激励、工作成就激励、个人成长激励、工作环境激励、知识转移与共享激励等主要方式。实证研究表明,在薪酬激励方面,固定薪酬激励效应已降至最低水平,远不及奖金、福利、股权及期权激励策略。在工作成就激励方面,工作重要性和岗位转换的激励效应已降至中等水平,工作挑战性及相关荣誉更加能够激起员工工作积极性。在个人成长激励方面,担任重要角色、规范的技术培训与开发制度的激励效应为中等水平,而拥有资源配置权、负责组建研发团队和参与决策制定具有重要激励作用。在工作环境、知识转移与共享激励方面,先进的R8LD设施、优秀的企业文化、有利的团队冲突、规范的团队激励机制和健全的知识共享机制对员工的激励效应水平已高于较强团队凝聚力、顺畅的沟通激励以及优秀的领导、弹性工作时间和良好的学习环境。
國有控股集糰企業知識型員工激勵組閤包括薪酬激勵、工作成就激勵、箇人成長激勵、工作環境激勵、知識轉移與共享激勵等主要方式。實證研究錶明,在薪酬激勵方麵,固定薪酬激勵效應已降至最低水平,遠不及獎金、福利、股權及期權激勵策略。在工作成就激勵方麵,工作重要性和崗位轉換的激勵效應已降至中等水平,工作挑戰性及相關榮譽更加能夠激起員工工作積極性。在箇人成長激勵方麵,擔任重要角色、規範的技術培訓與開髮製度的激勵效應為中等水平,而擁有資源配置權、負責組建研髮糰隊和參與決策製定具有重要激勵作用。在工作環境、知識轉移與共享激勵方麵,先進的R8LD設施、優秀的企業文化、有利的糰隊遲突、規範的糰隊激勵機製和健全的知識共享機製對員工的激勵效應水平已高于較彊糰隊凝聚力、順暢的溝通激勵以及優秀的領導、彈性工作時間和良好的學習環境。
국유공고집단기업지식형원공격려조합포괄신수격려、공작성취격려、개인성장격려、공작배경격려、지식전이여공향격려등주요방식。실증연구표명,재신수격려방면,고정신수격려효응이강지최저수평,원불급장금、복리、고권급기권격려책략。재공작성취격려방면,공작중요성화강위전환적격려효응이강지중등수평,공작도전성급상관영예경가능구격기원공공작적겁성。재개인성장격려방면,담임중요각색、규범적기술배훈여개발제도적격려효응위중등수평,이옹유자원배치권、부책조건연발단대화삼여결책제정구유중요격려작용。재공작배경、지식전이여공향격려방면,선진적R8LD설시、우수적기업문화、유리적단대충돌、규범적단대격려궤제화건전적지식공향궤제대원공적격려효응수평이고우교강단대응취력、순창적구통격려이급우수적령도、탄성공작시간화량호적학습배경。
The incentive portfolio of knowledge staff in state holding enterprises is made up of salaries, work achievement, work environment, knowledge transfer and sharing mechanisms. The results of empirical study are summarized as follows. Firstly, the incentive effect of fixed salaries has been reduced to the minimum, which is far lower than bonus, welfare, stock ownership and option. Secondly, the incentive effect of the importance of work and job rotation has been reduced to a middle level, while the effect of the challenges in work and related honors increase. Thirdly, the incentive effect of important position, technology training program and institution development is in a middle level, however, it is more incentive for workers to have resource allocation rights, to be authorized to set up R&D team and participate in decision-making. Finally, compared with some incentive factors such as strong team cohesion, good communication mechanism, outstanding leader, flexible work time and excellent education environment, the incentive factors including advanced R&D infrastructure, excellent enterprise culture, beneficial team conflicts, normative team incentive and perfect knowledge sharing mechanisms have more incentive effects.