Firstly, this paper explains the incentive mechanism, which leads to the necessity of discussing the incentive mechanism for employees in state-owned enterprises. Secondly, it analyzes the problems existing in the employee incentive mechanism of state-owned enterprises and the causes of the problems. Finally, some countermeasures that are beneficial to the reform of employee incentive mechanism in state-owned enterprises are given. I hope this article can provide help and suggestions for the staff management of state-owned enterprises.
Analysis on the problems and countermeasures of employee incentive mechanism in state-owned enterprises;
Under the condition of modern market economy, the main driving force for enterprises to create benefits lies in the positive degree of employees to their work. Therefore, it is very important to motivate employees to complete tasks and perform their duties in their posts, and to take enterprise development as the fundamental professional values. State-owned enterprises have experienced various reforms in the process of market economy development, but the reform of employee management is always incomplete, leading to various problems in employee motivation. Solving the problem of employee motivation is an effective way to further enhance the management and development ability of state-owned enterprises, which deserves our consideration and exploration.
1, overview of incentive mechanism
1 and 1 Theoretical basis of incentive mechanism
The theoretical basis of incentive mechanism is psychological incentive theory. The earliest incentive theory attached importance to the influence of interests on employees, and thought that it was very effective to motivate employees with economic interests. With the development of economy, interest incentive is considered to be "ineffective". American management professors put forward the principle of motivation based on interpersonal relationship theory, that is, taking human sociality as the point of motivation and meeting employees' social needs is considered as the most effective incentive method.
1 2 the important role of incentive mechanism
Effective incentives can make enterprises more cohesive. After the incentive mechanism plays a role, the professional values of employees in enterprises will show a very consistent development trend, and the consistency of professional values directly promotes the cohesion of enterprises. An effective incentive mechanism can make the strength of the enterprise grow rapidly, and the employees of the enterprise can work hard under the impetus of the incentive mechanism, so that the overall work efficiency of the enterprise will be greatly improved and benefits will be formed faster, which is conducive to the accumulation of enterprise capital; Effective incentive mechanism can make corporate culture established quickly. Corporate culture is one of the driving forces for the long-term development of enterprises, and the role of incentive mechanism is to unify the professional attitude of all employees in enterprises. A unified professional attitude will make employees have a stronger sense of identity with corporate culture, and the establishment and development of corporate culture will be smoother.
1 3 Study on the Necessity of Applying Incentive Theory in Enterprise Management
In China, the emphasis on enterprise management began after the development of market economy. Most state-owned enterprises, including large and medium-sized state-owned enterprises, still lack experience in enterprise management. Not only are their management concepts backward, but their management methods are also flawed. It is unrealistic to think that relying solely on the enterprise system and employees' professional ethics to restrain and motivate employees to contribute to the development of enterprises. Using incentives in enterprise management is a way to change management methods, improve management methods and update management concepts in the shortest time.
2. 1 The incentive concept is backward.
Compared with private enterprises, the enterprise management concept of state-owned enterprises is relatively backward. On the one hand, state-owned enterprises are limited by the management system in the planned economy era, and the enterprise structure is relatively complicated, so it is difficult to make great efforts in enterprise reform in the market economy era; On the other hand, the actual management of state-owned enterprises does not distinguish between government and enterprise, and the actual managers of enterprises are not professional enterprise managers, which makes many problems in enterprise management not be solved scientifically. At present, the incentive concept of many state-owned enterprises still stays in the perspective of "employees should serve the enterprise and contribute to the society", which is far from the value construction of modern enterprises, and it is not surprising that the incentive mechanism is ineffective.
2, 2 incentive method is single
The choice of incentive mode in the incentive mechanism of state-owned enterprises is very simple, which mainly takes material as the main incentive condition and ignores the psychological needs of employees. That is to say, meeting the needs of employees is the main incentive principle in the incentive theory recognized by state-owned enterprises, but the needs of employees are limited to meeting material conditions. Therefore, it is necessary to choose a variety of incentives.
2, 3 incentive effect is not good.
In enterprise management, if the incentive mechanism can really play a role, the whole enterprise will show that everyone takes their work seriously and works hard, and the whole enterprise will show a vibrant state. But in fact, the working conditions of most employees in state-owned enterprises are relatively loose, and there are many cases of overstaffing, which shows that the incentive mechanism is not effective. The root cause of this problem is that the use of incentive mechanism has not affected the professional attitude of employees, and managers have not further strengthened the changes of employees after incentives, which makes the feedback function of incentives not reflected.
3. Countermeasures to improve the employee incentive mechanism of state-owned enterprises
3. 1 Take appropriate incentives to motivate employees.
According to the content-based motivation theory, as long as the enterprise can give employees a sense of satisfaction in certain needs, employees will be motivated at work. Looking at the development of modern society in China, "making money" is still the most important belief of every enterprise employee. Therefore, as long as enterprises can give employees economic rewards that are in line with their labor value, employees will increase their work motivation. Rich economic rewards, perfect social welfare and various welfare benefits of the company will often make employees miss their work, and will also become a big card for enterprises to attract new employees. This is the application of content incentive in enterprise management.
The process-based motivation theory attaches importance to the role of spiritual motivation on employees. Therefore, managers should pay attention to the establishment of emotional connection between employees and enterprises when conducting enterprise management. According to employees' own conditions, understand employees' career planning, help employees to carry out career planning and career guidance, and let employees feel that enterprises attach importance to themselves; According to each employee's personality, interests, hobbies and specialties, it is an effective way to help employees realize their work value and let them feel the joy of work. The evaluation of employees should be based on the actual situation of employees. Evaluating employees' performance from the perspective of corporate profits will make employees feel more like "machines", while the evaluation criteria derived from employees themselves will make employees look at their work objectively and rationally. These are all effective means of spiritual motivation.
3, 2, pay attention to the process of strengthening incentives.
Both process-based incentive theory and reinforcement theory attach importance to the incentive effect of "management conditions" provided by enterprises on employees. In process-based incentive theory, it is expressed as a "fair" professional environment provided by enterprises. In reinforcement theory, a reasonable enterprise environment makes employees have a positive emotional response to incentives and strengthens the incentive effect. For example, enterprises arrange positions according to employees' actual ability, rather than according to their entry time, age or proximity, which gives employees a fairer working environment and avoids employees being affected by other irrelevant factors in the process of higher position competition. Reliable, fair and strict manager appointment and reasonable enterprise system are the necessary means to ensure fair occupational environment. Only in a fair environment can employees feel the impact of incentives on their careers. In addition, enterprise managers should constantly strengthen their own management capabilities. Both the management of employees and the formulation of enterprise systems should be based on a reasonable and meticulous grasp of the psychology, needs and abilities of enterprise employees. Only in this way can management really penetrate into the hearts of every employee and make every employee agree and admire.
The management system formulated by some enterprises is not based on the overall situation of employees, but on leaders or outstanding employees and special employees. This management system makes most employees feel "unfair" and "distrustful". Under such conditions, even if enterprises use material incentives, employees will regard material incentives as compensation for "unfairness" because of their rejection of the management environment, rather than as the result of accepting incentives. This is because the management results of the enterprise make the employees' emotional reaction negative, and the motivation is weakened rather than strengthened. Therefore, no matter what kind of incentive method is adopted, only by establishing a fair, just and practical management system for employees and enterprises and making the working environment of enterprises fairer can the incentive behavior be more effective.
3, 3 improve employee job satisfaction, improve the incentive effect.
Work is not only a necessary means for employees to survive, but also a carrier for employees to realize themselves. Therefore, enterprises should constantly improve employees' job satisfaction, let employees find more fun in their work, enhance their enthusiasm for work, and thus encourage employees to make continuous efforts. Specifically, enterprises can start from the following aspects: First, create a beautiful environment. If the working environment of employees is narrow, dark and tense, it will cause great psychological burden and make them unable to exert their maximum efficiency. On the contrary, if you work in a bright, clear and wide environment, employees will feel comfortable, thus giving full play to their talents and improving work efficiency.
Second, a positive atmosphere. The atmosphere of the enterprise has a great relationship with the leaders. If leaders can work with full enthusiasm, they will have a positive impact on employees, thus making them enthusiastic about their work. In addition, leaders need to pay attention to communication with employees, encourage employees in time, and let them enjoy the satisfaction of their own efforts, which will produce positive psychological experience and enable them to complete their work better. Third, respect employees. Now an important feature of enterprises is equality. With the gradual opening of ideas and information, communication or exchange becomes more free and open. Therefore, leaders should communicate with employees in an equal manner, not by authority, but by their own charm to control employees, so as to attract more employees to express their opinions and suggestions, unblock the channels of enterprise speech, and establish a good speech foundation for the development of enterprises.
4. Conclusion
To sum up, there are still various problems in the employee incentive mechanism of state-owned enterprises. As an important means in enterprise management, it is necessary to improve it. Choosing a variety of incentive theories, adopting a variety of incentive methods and paying attention to the feedback of incentive effect will make the incentive mechanism a management method that can really promote the development of enterprises.
Problems and countermeasures of employee incentive mechanism in state-owned enterprises 2 pages. Incentive mechanism is an effective measure to attach importance to, respect and stimulate the enthusiasm of employees in modern enterprise management. In the operation of the incentive mechanism, the enthusiasm of employees is mainly mobilized through material means such as funds, welfare and wages. In state-owned enterprises, incentive mechanism is an important part of human resource management. With the deepening of modern enterprise management concept, the incentive mechanism has been paid more and more attention by various enterprises. Establishing a suitable incentive mechanism is an important measure for enterprises.
First, the role of incentive mechanism
1, the incentive mechanism is the motivator of employees' potential ability. Modern enterprise management theory holds that employees are the greatest wealth of enterprises. In the final analysis, the competition between enterprises is the competition of the competitiveness of each employee in the enterprise. British modern enterprise management theory researchers have done an experiment on enterprise employees. Experiments show that employees who work in enterprises by time only put %30% of their attention and efforts into their work, while employees who are paid according to the actual number of jobs can put more than %80% of their attention and efforts into it. This experiment fully illustrates the important role of incentive mechanism, which can stimulate the enthusiasm of employees and thus enhance the overall competitiveness of enterprises.
2. Incentive mechanism is the key to the quality of employees. The most direct purpose of employees working in an enterprise is to get paid and get recognition and respect from the enterprise. The incentive mechanism injects more vitality into the most direct work purpose of employees. Therefore, the incentive mechanism encourages employees to keep learning and improve their own quality. Only in this way will they not be abandoned by the advancing enterprises. Incentive mechanism gives employees the motivation to learn and fundamentally enhances the competitiveness of enterprises.
3. Incentive mechanism is the coagulant of enterprise cohesion. Cohesion is an important guarantee of enterprise vitality. Only when enterprises have good cohesion can they ensure better development. If every employee of an enterprise has his own small abacus and doesn't think about the overall situation of the enterprise, then the enterprise will be in a mess and will be uncompetitive in the face of increasingly fierce market competition. Reasonable and effective incentive mechanism can stimulate employees' sense of collective honor. All employees of the enterprise unite and contribute to the development of the enterprise, which will form a strong cohesion, improve the competitiveness of the enterprise in the market and win better development for the enterprise.
Second, the status quo and problems of incentive mechanism of state-owned enterprises in China
1, the employee promotion mechanism is not perfect. The best encouragement for employees is to give those employees with excellent work a chance for promotion. The promotion of employees is not only the recognition of individuals by enterprises, but also the integration of their own values and enterprise values. However, the promotion mechanism in the human resources incentive mechanism of state-owned enterprises in China is not perfect, employees are not given equal promotion opportunities, and capable workers are not reused. These phenomena have seriously hit the enthusiasm of employees, and are also unfavorable to the development of enterprises, which seriously limits the development of enterprises.
2. The importance of humanistic care. The incentive mechanism for employees should not only be effectively established at work, but also be implemented and carried out at the spiritual level of employees, fully embodying the humanistic care spirit of enterprises, which is also the guarantee and key factor for enterprises to achieve better development. Enterprises should always care about the ideological trends and basic conditions of employees, give timely humanistic care to employees when they encounter difficulties, encourage employees to get out of the predicament, and help employees put all their energy into their work. However, most enterprises in China do not realize the importance and key of humanistic care.
3. The key to training and development. In the development of state-owned enterprises, the training and development of employees have not received great attention from all walks of life. In order to promote the development of enterprises, improve the overall quality of employees, so that they can devote all their energy to their work, enterprises must attach importance to the training and development of employees and promote employees to consciously and actively improve their professional knowledge and skills. However, many enterprises in our country do not pay attention to the training and development of employees, but only care about the future development and economic situation of enterprises, which leads to serious brain drain and many enterprises close down or go bankrupt. Therefore, enterprises should attach great importance to the training and development of employees.
4. Establish and improve the salary payment system and standards. In order to achieve better development, enterprises must fully consider their own interests and clearly grasp their own needs. What every employee is most concerned about is salary and treatment. Because of different positions and departments, employees' wages are different. In order to prevent misunderstandings and doubts among employees, state-owned enterprises must establish a perfect salary system, ensure the openness and transparency of the salary system, and establish scientific and reasonable payment standards to effectively prevent conflicts between employees about salary and treatment.
Three, the state-owned enterprise human resources incentive mechanism system and strategy
1 to ensure the openness and transparency of the promotion process. Enterprises need to ensure the rationality and fairness of the promotion system when training employees and promoting them. In the process of promotion, it has strong openness and high transparency. Generally, after a series of procedures, such as public written examination, practical skill assessment and interview, the best candidate is finally hired. Resolutely resist those employees who use their relationships to enter the enterprise. Only by formulating a scientific and reasonable training system and scheme, defining training objectives, and rationally allocating training courses and training time can satisfactory training results be achieved. In the promotion of employees, we should not only do all the work mentioned above well, but also establish a good competition platform and the most reasonable and fair competition system to motivate employees to be proactive and improve their own quality as a whole.
2. Establish a scientific and reasonable management concept. Every enterprise will formulate its own management system. In the process of implementing cultural management, we will constantly improve and establish employee management rules and regulations, and establish a scientific and humanized management system, which is conducive to promoting the better development of enterprises. Formulating a reasonable system is an important way to manage and restrain employees' daily work behavior. Only by using scientific and reasonable management methods and always adhering to the people-oriented management concept can we fully consider the interests of employees while considering the interests of enterprises. The established management system must conform to the characteristics of fairness and rationality, and guide employees to establish working concepts such as self-criticism, self-management and self-improvement, and work together for the better development of the enterprise.
3. Create a good development environment. Clearly establish reasonable and appropriate work goals, guide employees to make continuous efforts and pursue higher goals. In addition to salary targets, state-owned enterprises should also pay attention to guiding employees to pursue responsibility goals and personal goals. With the rapid development of China's economy, state-owned enterprises are gradually moving towards digital and information management. State-owned enterprises should not only encourage employees to choose the system for further study, but also regularly carry out various training activities to improve their comprehensive ability and truly meet the needs of employees in pursuing their own goals. When employees achieve their personal goals, they will actively and consciously care about the future development of the enterprise, so they will also have a strong sense of responsibility and responsibility for their own work and put all their energy into their work. In addition, state-owned enterprises need to create a positive development environment. It is very important for state-owned enterprises to establish a good internal environment if they want to achieve better development. Only by establishing a good development environment can we realize scientific management within the enterprise and retain outstanding talents. In terms of human resource management, state-owned enterprises should attach importance to cultivating and motivating high-level management talents, make every effort to create harmonious, progressive, comfortable and relaxed working conditions and working environment for them, fully stimulate the inherent potential of outstanding talents, and make them contribute the most to the development of enterprises.
4. Reasonable distribution of wages and benefits. First, establish a reasonable and perfect salary system, ensure the fair distribution and timely payment of salary, realize the reasonable docking of employees' salary and working hours, fully ensure the openness and transparency of the salary system, and fully reflect the salary characteristics of "more pay for more work, less pay for less work". In addition, we can also establish a work system of points system and elimination system to stimulate the seriousness and enthusiasm of employees and ensure the normal development and smooth progress of daily work. Secondly, in the distribution of employee benefits, we should allocate and implement them reasonably, ensure that all bonuses and holidays of employees can be paid and implemented in time, and encourage employees to work harder.
Generally speaking, in terms of systems and regulations, state-owned enterprises should establish and improve various reward and punishment systems and give full play to the creativity and enthusiasm of human resources, which is also the need of development. With the rapid development of society, the human resources of state-owned enterprises occupy an important position in state-owned enterprises. It is an urgent task to establish and improve the incentive mechanism in time. Therefore, all aspects of the incentive mechanism of human resources in state-owned enterprises should be fully implemented, and at the same time, all relevant departments should attach great importance to and strongly support it.
Analysis on the problems and countermeasures of employee incentive mechanism in state-owned enterprises: As an important constraint mechanism of enterprises, incentive mechanism has an unparalleled positive role. The financial management incentive mechanism of state-owned enterprises is one of the important contents of developing modern state-owned enterprises with China characteristics. A good incentive mechanism can make employees exert their maximum value, improve work efficiency, strive to achieve the development goals of enterprises, and make enterprises move towards higher goals. The author will analyze the current situation of financial management incentive mechanism of state-owned enterprises in China and put forward relevant suggestions.
First, the basic idea of incentive theory
Motivation theory is put forward out of self-confidence, which holds that human motivation plays a leading role in human behavior, while human motivation is based on the pursuit of demand. It can be seen that motivation actually stimulates people's internal motivation by meeting people's needs, which is usually expressed as enthusiasm. What kind of state a person presents in the process of work depends on interest, belief and psychological state, and incentive theory obtains the expected effect from these three aspects.
Herzberg, an American behavioral scientist, put forward incentive factors and health care factors through experimental investigation. The so-called health factors refer to factors that can promote the health of employees. Health care factors include company policies, management measures, supervision, interpersonal relationships, material working conditions, wages, welfare, etc. When these factors are below the acceptable level of employees, there will be dissatisfaction with the work; When employees think these factors are good, they only eliminate dissatisfaction, and will not lead to a positive attitude and form a neutral state. And those factors that can bring positive attitude and satisfaction are called motivation factors.
Second, the state-owned enterprise financial management incentive mechanism
1, the contradiction between simplification of incentive mechanism and material incentive
Many state-owned enterprises have misunderstandings about the incentive mechanism, which leads to simplification of the incentive mechanism. Some enterprises even equate incentives with money directly. In order to mobilize the enthusiasm of employees, some enterprises have made great efforts in wages and bonuses, seriously ignoring the spiritual needs of employees and failing to provide a good working atmosphere and corporate culture. The final result often fails to improve the economic benefits of enterprises, and even causes more dissatisfaction among employees because of the lack of real care and encouragement, which is not worth the candle. Another reason for this situation is that enterprises often pay bonuses and wages according to the length of employees' working years rather than their performance, which leads to the dissatisfaction of those employees who were originally highly motivated and ultimately fails to improve the efficiency of enterprises. In addition, some enterprises show more concern and encouragement for employees' spiritual needs and deny the role of material things, which makes many employees who want substantial rewards have no enthusiasm. How to deal with the contradiction between spiritual needs and material needs is an important starting point for the reform of the incentive mechanism of state-owned enterprises.
2. Externalization of incentive mechanism and performance appraisal system.
Many state-owned enterprises have established incentive mechanisms in enterprise reform to improve the economic benefits of enterprises. However, due to the inflexible implementation of the incentive mechanism, it is impossible to play its practical role without combining the actual situation of the unit and copying the incentive mechanism of other enterprises. In addition, performance appraisal, as an important incentive measure for state-owned enterprises, has established a relatively mature performance appraisal standard and system after years of reform. However, due to the slack of relevant appraisers in actual operation, performance appraisal is a mere formality, which can not provide scientific and fair reference and basis for the incentive mechanism.
Third, the reform and innovation of financial management incentive mechanism of state-owned enterprises.
1, realizing the combination of material and spiritual incentives.
Managers of state-owned enterprises should properly handle the relationship between material incentives and spiritual incentives in order to achieve the maximum incentive effect. This requires enterprises to strengthen their understanding of employees, determine the demand side led by employees through their understanding, and satisfy them as much as possible when encouraging. Change the form of increasing basic salary and bonus in the original material incentives, and appropriately increase economic incentives such as stocks and stock options. As an intermediary, the financial manager should help the decision-makers to analyze the content of the decision, on the other hand, consider whether they can meet the needs of employees, make overall arrangements for short-term incentives and long-term incentives, and organically combine material incentives with spiritual incentives.
2. Improve the incentive mechanism and performance appraisal system.
In order to ensure the fairness and rationality of incentive mechanism, enterprises must establish a mature performance appraisal system and standardize performance appraisal standards. Clear performance records can encourage financial subjects to form a proactive sense of work, do their best to perform their duties and change their original working status. In addition, the chief financial officer is appointed to supervise. In order to avoid unreasonable or even ungrateful omissions in performance appraisal, the chief financial officer should actively represent the interests of the investors of the enterprise, not only to ensure the supervision of the investors on the incentive mechanism, but also to improve the completeness of the incentive mechanism so that the incentive mechanism can fully play its due role.
State-owned enterprises should actively implement the distribution system combining distribution according to work and distribution according to production factors, so that employees can establish the concept of "more work and more pay, less work and less pay", and the salary and incentives should vary from person to person, so as to cultivate and retain talents and stimulate the potential of employees. First of all, rewards are linked to the performance and quality of the department, thus improving the overall awareness of employees and strengthening team spirit. Second, enterprises should give preferential treatment to talents, and on the premise of not violating the principle of fairness, realize the preferential treatment of wages to outstanding people. Third, the salary is fixed on the post. On the premise of ensuring the basic salary, appropriately increase the salary for some unpopular, dangerous and highly technical positions, and emphasize when encouraging employees to maintain a positive work attitude. Fourthly, incentive mechanism and punishment mechanism coexist, and through the mechanism of both rewards and punishments, the enthusiasm of employees can be further stimulated and the status quo of employees' laziness can be changed.
Fourth, summary.
To sum up, promoting the process of deepening the reform of state-owned enterprises and developing modern state-owned enterprises with China characteristics cannot be separated from a good and efficient incentive mechanism. The great driving force of incentive mechanism lies not only in meeting the material needs of employees, but also in the construction of corporate culture and the improvement of internal environment. On this basis, it can meet the spiritual needs of outstanding employees, stimulate their subjective ability, enable employees to create more economic benefits for enterprises, and promote the solid realization of enterprise goals, thus enhancing the ability and strength of the state-owned economy in the face of economic globalization and the new international market order.
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