In all fields of society, people often come into contact with papers, which are tools for academic communication. So how to write a general paper? The following is the outline of my paper on the incentive mechanism of enterprise employees, hoping to help everyone.
Outline of Enterprise Staff Incentive Mechanism 1 Chapter 1 Brief Introduction
Chapter II Related Theories
2. 1 Overview of incentives
2.2 Overview of Incentive Mechanism
Chapter III: Analysis of the current situation of employee incentive mechanism in XX Bank.
3. Overview of1xx Bank
3.2 Analysis of the Competitive Environment of the Banking Industry in XX Province
3.3 Overview of Human Resource Management in XX Bank
3.4 XX Bank's existing employee incentive mechanism
3.5 XX Bank staff incentive mechanism problems
Chapter four: the construction of employee incentive mechanism in XX Bank.
4. 1 XX bank staff incentive mechanism construction ideas
4.2 XX bank staff incentive mechanism construction principles
4.3 XX bank staff incentive mechanism construction content
Chapter V Conclusion
refer to
Enterprise employee incentive mechanism paper outline 2 abstract 4-7
Abstract 7- 13
Chapter 1 Introduction 13- 18
1. 1 research significance 13
1.2 research purpose 13- 14
1.3 research status at home and abroad 14- 15
1.3. 1 domestic research status 14
1.3.2 Research status abroad 14- 15
1.4 research content and paper structure 15- 18
1.4. 1 research content 15- 17
1.4.2 paper structure 17- 18
Chapter II General Characteristics and Incentive Theory of Software Development Employees 18-26
2. 1 Basic characteristics of human resources of software development employees 18
2.2 particularity and demand characteristics of software development employees 18-2 1
2.2. 1 particularity of software development staff 18-20
2.2.2 Requirements of software developers 20-2 1
2.3 Overview of Incentive Theory 2 1-23
2.4 The shortcomings of traditional enterprise incentive mechanism and its differences from software development enterprises 23-26
Chapter III Enterprise Human Resource Incentive Survey 26-39
3. 1 Enterprise Overview 26-29
3. 1. 1 A basic overview of the enterprise 26-28
3. 1.2 A business model 28-29
3. 1.3 A Compared with other related enterprises, the gap is 29.
3.2 Brain Drain of Software Developers in an Enterprise 29-3 1
3.3 Enterprise Human Resource Incentive Interview 3 1-39
3.3. 1 The work is monotonous and boring, and the improvement of personal ability is not up to expectations.
3.3.2 Imperfect evaluation system 32-34
3.3.3 Compensation system is not perfect 34-35
3.3.4 Lack of employee career planning 35-37
3.3.5 No training system suitable for enterprise development 37-38
3.3.6 Lack of corporate culture 38-39
Chapter IV Research on Satisfaction of Enterprise Incentive Mechanism 39-52
4. 1 Design of incentive mechanism satisfaction questionnaire 39-4 1
4.2 Recognition Analysis of Incentive Measures 4 1-43
4.2. 1 Descriptive statistical analysis of recognition of incentive measures 4 1-42
4.2.2 Analysis of variance of recognition of incentive measures 42-43
4.3 Incentive Mechanism and Employee Satisfaction Analysis 43-52
4.3. 1 Satisfaction analysis of incentive mechanism of work-related factors 44-45
4.3.2 Evaluation of related factors and satisfaction analysis of incentive mechanism 45-47
4.3.3 Satisfaction Analysis of Incentive Mechanism of Salary and Welfare Related Factors 47-48
4.3.4 Satisfaction analysis of growth and development related factors and incentive mechanism 48-49
4.3.5 Satisfaction Analysis of Corporate Culture-related Incentive Mechanism 49-52
Chapter V Measures to Strengthen the Incentive Mechanism for Talents in Enterprise A 52-80
5. 1 Establish and improve the incentive mechanism for work-related factors 52-55
5. 1. 1 Redesign based on the work of software development staff 52
5. 1.2 Balancing the work and life of software developers and establishing flexible working system 52-53
5. 1.3 Promoting cooperation and competition among software developers 53-54
5. 1.4 Establishing a relaxed corporate atmosphere characterized by innovation and virtual teams 54-55
5.2 Establish and improve the satisfaction mechanism for evaluating related factors 55-62
5.2. 1 Establish the work breakdown structure and assessment mechanism of MBO 55-56.
5.2.2 Software development staff evaluation index and scheme design 56-62
5.2.2. 1 Organization's evaluation index and scheme design for the team 56-58
5.2.2.2 team's evaluation index and scheme design for individuals 58-62
5.3 Establish and improve the economic incentive mechanism 62-73
5.3. 1 Improve the salary and welfare system to make it have the incentive function 62-73
5.3. 1. 1 salary scheme design 62-7 1
5.3. 1.2 welfare scheme design 7 1-73
5.3.2 Long-term incentive measures such as drawing lessons from foreign employee stock ownership plans 73
5.4 Establish and improve the relevant factors, incentive mechanism and satisfaction mechanism of development, growth and development 73-76
5.4. 1 Career Planning for Software Development Employees 73-75
5.4.2 Training incentives for software developers 75-76
5.5 Strengthening corporate culture construction 76-80
5.5. 1 inculcate enterprise values, enterprise spirit and enterprise ethics 77-78
5.5.2 Fully trust and authorize software developers 78-79
5.5.3 Seamless communication with key employees 79-80
Conclusion 80-82
References 82-84
Appendix 1 Outline of Exit Interview 84-85
Appendix 2 Employee Incentive Mechanism Satisfaction Questionnaire 85-87
Acknowledgement 87-88
Outline of enterprise cost control theory
The first chapter is introduction.
The research background of 1. 1
Due to the stimulation of economic development and the rising demand for housing in recent years, with the shareholding system reform of state-owned enterprises. After 20 10, the adjustment of national policies led to increasingly fierce competition in the construction market. Economic power determines the superstructure, and enterprises must win profits if they want to develop. Therefore, enterprises must control the construction cost scientifically in the construction process.
1.2 research purpose and significance
1.2. 1 research purpose
Studying the cost control in the construction stage can put resources into practice and reduce the construction cost of enterprises. Budget the changes in the process of on-site construction, increase the income of enterprises and improve their competitiveness.
1.2.2 Research significance
The research of cost control in the construction stage is to control the cost in the construction process through a series of measures and methods. On the basis of ensuring the quality, safety and construction period of the project, reduce the cost and improve the economic benefit.
1.3 research ideas
In order to improve the economic benefit, this paper studies the cost control in the construction stage, such as cost input, scientific management, design change of Party A, temporary increase of engineering quantity, etc. Among them, cost control includes the management and control of labor and materials, machine shift fees, safety and civilized construction measures, etc.
The second chapter studies the construction stage.
2. 1 Research on Enterprise Construction Stage
2. 1 construction organization plan
2. 1. 1. Project overview and construction conditions
2. 1.2 construction scheme
2. 1.3 construction schedule
2. 1.4 construction scheme
2. 1.5 Main technical and economic indicators
2.2. Construction process control
2.3 the characteristics of building construction
2.3. 1 construction fluidity
2.3.2 Construction of single project.
2.3.3 Long construction period
2.3.4 Affected by the environment.
The third chapter studies the cost control in the construction stage of enterprises.
3. 1 Understanding of cost control in enterprise construction stage
3.2 methods for enterprises to control construction costs
Cost saving in construction stage
3.2.2 Cost creation in the construction stage
3.2.3 Scientific management of enterprises in the construction stage
3.3 Content of cost control in construction stage
3.3. 1 material cost control
3.3.2 Labor cost control
3.3.3 Management cost control
3.3.4 Investment in Safe and Civilized Construction
3.4 Research on Traditional Cost Control in Construction Process
In the traditional construction process, the project cost is only the calculation of engineering quantity before construction and the final accounts after construction, so it is unscientific to control the cost during construction.
3.4. 1 Safe and civilized construction management
Safe and civilized construction determines the cost input of enterprises in the construction process.
3.4.2 Material management
(1) warehousing of materials
(2) Material cost control
(3) the use of materials
3.4.3 On-site construction personnel management confusion.
3.5 methods of cost control in the construction stage of enterprises
(1) Safe and civilized construction
Safe and civilized construction is the top priority of enterprise construction, which can only be achieved through construction safety management:
① Minimize the security risks faced by employees.
(2) Obtaining benefits directly or indirectly.
③ Enhance corporate brand and image.
(2) Methods to reduce the construction cost
(1) Adopt advanced construction technology:
② Material management
③ Reasonable arrangement of the project:
(3) Requirements for field personnel
The fourth chapter is the cost control in the process of China project construction.
China's research on the theory and method of cost control in the modern sense began in the 1980s, and developed gradually with China's reform and opening up. The theory and method of construction project cost control has gradually become a hot topic in theory and practice, and many experts and scholars have studied and discussed this topic from different angles.
4. 1 Main problems of cost control in the construction process of engineering projects in China
(1) The organizational construction plan is greatly influenced by the market.
(2) The construction process is not strictly controlled.
(3) Safety management is not in place
(4) The technical foundation is weak and the management level is difficult to guarantee.
(5) the material management is not careful
4.2 The main countermeasures of cost control in the construction process of engineering projects in China
(1) Strengthen the understanding of the market.
(2) Improve the technical level of technicians.
(3) Safe and civilized construction is put in place.
(4) improve the level of construction personnel
(5) Strengthen the control and management of materials.
Outline of accounting thesis
Introduction to Chapter 1
The research background and significance of 1. 1
1.2 paper framework and innovation
Chapter II Literature Review
2. 1 The connotation and evolution of corporate social responsibility
2.2 The concept and dimensions of strategic corporate social responsibility
2.3 measurement methods of corporate social responsibility and financial performance
2.4 Study on the Relationship between Corporate Social Responsibility and Financial Performance
Chapter III: Theoretical basis of undertaking strategic corporate social responsibility.
3. 1 enterprise ecosystem theory
3.2 Stakeholder Theory
3.3 Competitive advantage theory
Chapter 4: Institutional background, theoretical analysis and research hypothesis.
4. 1 system background
4.2 Analysis of the impact of strategic corporate social responsibility on financial performance
4.3 Analysis of the impact of the nature of ownership on strategic corporate social responsibility
Chapter 5: Empirical design of the relationship between strategic corporate social responsibility and financial performance.
5. 1 sample selection and data source
5.2 Variable design
5.3 Model construction
Chapter 6 is an empirical analysis of the relationship between strategic corporate social responsibility and financial performance.
6. 1 descriptive analysis
6.2 Correlation analysis
6.3 Analysis of Regression Results
6.4 Stability test
Chapter 7: Research conclusions, suggestions and limitations.
7. 1 research conclusion
7.2 Countermeasures and suggestions
7.3 Limitations of the study
The conclusion of this paper
With the continuous development of corporate social responsibility, more and more scholars have expounded and analyzed the theoretical and practical significance of corporate social responsibility from different angles. This paper reviews the concept theory of corporate social responsibility and strategic corporate social responsibility, and the research methods and achievements of the relationship between corporate social responsibility and financial performance. Based on the theory of enterprise ecosystem, stakeholders and competitive advantage, combined with the background of China's economic system, this paper analyzes the influence of different ownership on strategic corporate social responsibility, constructs a theoretical model of the relationship between strategic corporate social responsibility and financial performance, and analyzes the relationship between strategic corporate social responsibility and financial performance, and draws the following research conclusions:
Firstly, according to the enterprise ecosystem theory and stakeholder theory, this paper puts forward the hypothesis that fulfilling strategic corporate social responsibility and subdividing it at the basic level, market level and environment level have a significant positive impact on financial performance, which is confirmed by empirical results. The empirical results show that the implementation of strategic corporate social responsibility can not only bring timely benefits to enterprises, but also make the benefits sustainable. Compared with the same period, the impact of implementing strategic corporate social responsibility at the basic level and market level on the later financial performance is weakened, but the impact of implementing strategic corporate social responsibility at the environmental level on the later financial performance is significantly greater than that at the same period. In the enterprise ecosystem, the enterprise interacts with its ecological environment. While fulfilling strategic corporate social responsibility and creating social value for each member of the ecosystem, the ecological environment has a negative impact on the enterprise, increasing its economic value and affecting its financial performance.
Secondly, based on the first hypothesis, this paper proposes that the nature of state-owned property rights will weaken the positive impact of strategic corporate social responsibility on financial performance in the same period. The empirical results show that the nature of state-owned property rights will weaken the promotion of corporate strategic social responsibility to accounting performance in the same period, but there is no significant positive correlation with market performance. The subsequent stability test also confirmed that the nature of state-owned property rights will weaken the promotion of strategic corporate social responsibility to accounting performance and market performance in the same period. The results show that state-owned enterprises tend to achieve non-economic goals in the process of fulfilling strategic corporate social responsibility, but pay less attention to cost-effectiveness and economic goals, and have weak motivation to increase economic value. Non-state-owned enterprises tend to increase the economic value of enterprises in fulfilling strategic corporate social responsibility than state-owned enterprises.
Thirdly, the empirical model of this paper examines the impact of strategic corporate social responsibility on financial performance in the later period. According to the empirical results, except for the strategic corporate social responsibility of the environmental layer, the impact on the later financial performance is obviously weaker than that of the same period. It shows that the implementation of strategic corporate social responsibility is not once and for all, and it needs continuous efforts to promote the synchronous growth of social value and enterprise economic value.
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