Introduction: At the turn of the century, mankind is about to enter a knowledge-based economy era based on the possession, distribution, production and use of knowledge, and high-tech is unstoppable. The following is what I bring to you about the talent incentive mechanism of state-owned enterprises, hoping to help you.
In the era of knowledge economy, human capital is becoming more and more important among various elements of enterprises, so it is also very important to implement people-centered humanistic management. Because any high technology is created, used and served by people, it puts forward more requirements for people's knowledge, wisdom, management ability and creativity. Contemporary and future science and technology wars are essentially talent wars, and knowledge and talents will greatly appreciate and become the key to social and economic development.
The implementation of people-oriented management is to put people first in management and meet the needs of employees, thus stimulating their initiative, enthusiasm and creativity. The basic characteristics of people-oriented management are: employees are the main body of enterprises; Employee participation is the key to effective management; Making people's performance develop perfectly is the core of modern management, and serving people is the fundamental purpose of management. Its basic contents are as follows: (1) People rule first; (2) Taking motivation as the main way; (3) establishing harmonious interpersonal relationships; (4) Actively develop human resources; (5) Cultivate and develop team spirit. As can be seen from the basic content, one of the important tasks of people-oriented management is to use incentives to make employees' motivation stronger, release the potential huge internal driving force and work hard to achieve the goal.
At present, the main tasks facing the reform of state-owned enterprises in China are: speeding up the transformation of the operating mechanism of state-owned enterprises, enhancing the vitality of large and medium-sized state-owned enterprises, and establishing a modern enterprise management system that meets the requirements of the socialist market economy. Obviously, strengthening enterprise activities, establishing modern enterprise management system, and meeting the challenges of future knowledge economy society all urgently need to learn and absorb the advanced management experience of the contemporary world, among which learning and drawing lessons from people-oriented management experience is particularly important.
First of all, the fundamental purpose of China's economic system reform is to actively promote the development of productive forces. Man is the main factor of productivity, and any economic achievement is created by man. Only through reform can we fully stimulate the enthusiasm and creativity of tens of millions of operators, managers and hundreds of millions of laborers in Qian Qian, effectively promote the development of productive forces and make enterprises full of vitality. Therefore, our reform should also be people-centered reform. Through system reform, we will create a good environment and mechanism for giving play to the talents of hundreds of millions of people.
Secondly, starting from the practical problems faced by Chinese enterprises, due to the guiding ideology of one-sided pursuit of output value and development speed from top to bottom for many years, in economic work, the tendency of seeing people but ignoring things is very serious. In the process of reform, many enterprises overemphasize the role of material stimulation, showing a tendency to look at money, ignoring people's various pursuits and quality improvement. In view of these problems, the realization of people-oriented management can be said to be an effective prescription for the right medicine.
The vitality of an enterprise comes from its information and its absorption of employees. Therefore, the focus of enterprise management is to develop human resources, and the key to developing human resources is to mobilize the enthusiasm of employees.
Based on the humanistic management theory, this paper focuses on how to construct the talent incentive mechanism of state-owned enterprises in China. By analyzing the current situation and defects of human resources in state-owned enterprises, this paper puts forward a variety of incentive methods suitable for state-owned enterprises, hoping that the relevant methods and conclusions can become a stepping stone for state-owned enterprises to carry out modern enterprise system reform, so that state-owned enterprises can gain an advantage in retaining and using talents, and strive to build China into a prosperous, strong and democratic country.
One. Reflections on Japan's rapid economic development after World War II
After World War II, especially since 1955, Japan's economy has been developing at a high speed. From 1955 to 978, the economic growth rate was as high as 10% ~ 20%, and from 1979 to 1986, the economic growth rate remained between 4% and 9%. From 1950 to 1990, the per capita income increased from 1230 to 23,970 (calculated at the price of 1990), with an annual growth rate of 7. 7%, much higher than the US 1 in the same period. 9%。 In the past 40 years, Japan's gross national product has surpassed France, Britain and Germany, ranking second in the world and becoming the second largest economic power after the United States. Since 1990s, Japan's mature economy has faced new challenges, historic turning points and some difficult problems, but the economic growth rate of 199 1 is still 4. 5%, while the United States is negative 0. 7%。 According to the statistics of Japan's Ministry of Finance, 1992 Japan's trade surplus reached $65,438+$0.070.
Why can Japan's economy grow at a high speed after the war? American scholars Pascal and atos, in their book "Japanese Enterprise Management", made a comparative analysis of American and Japanese enterprise management, and thought that a very important reason was that Japanese enterprises successfully mobilized the enthusiasm of employees. The reason why Japanese employees' labor enthusiasm is relatively high is that enterprises have established a set of incentive systems and measures that can arouse employees' enthusiasm. These systems and measures include: (1) encouraging employees to form a lifelong employment system with a strong sense of enterprise. Although the position of employees in employment and exploitation has not changed, employees have to pay attention to the development of enterprises that have to work all their lives, which has formed the motivation for employees to strive to improve productivity in their respective production posts; (2) A training system that can not only cultivate employees' "enterprise consciousness", but also train employees and develop their abilities; (3) a promotion system that can constantly inspire employees' enterprising spirit; (4) An annual performance series salary system that attracts employees to work for the enterprise for life, creates more profits, and fully considers knowledge level, proficiency, work burden and mental burden.
Responsibilities, physical consumption and working environment of post salary and functional salary system; 5) Bonus system, which encourages employees to consciously cooperate with enterprises to improve productivity and create more profits, so as to share profits; By improving the welfare and welfare system, employees can deepen their feelings for the enterprise, thus actively caring about the future of the enterprise and working hard for its development; (7) coordinating labor relations, aiming at establishing enterprise trade unions with the same fate as workers and enterprises; (8) Encourage employees to put forward reasonable suggestions, so that employees can have democratic management of psychological satisfaction and emotional communication.
From the analysis of the above reasons, it can be seen that the biggest feature of Japanese enterprises in implementing people-oriented management and formulating incentive system is that (1) emphasizes that people are not only the object of enterprise management, but also the subject that should be respected, and the goal that enterprises want to achieve is the common goal of enterprises and all employees. That is, "the company is run by all employees", and success can only be achieved by the joint efforts of all employees. ⑵ Advocate the "team spirit" of cooperation and social collective values. For example, the creed of Panasonic employees is: "Only through the cooperation and collaboration of every member of the company can progress and develop." (3) Through various measures, such as lifelong employment system and annual salary system. Established a stable workforce, cultivated employees' loyalty to the enterprise, and enhanced the cohesion and centripetal force of the enterprise. (4) We should not only pay attention to stimulating the enthusiasm of employees with reasonable wage differences, but also pay attention to the cultivation of spiritual temperament, advocate governing the country by virtue, advocate loyalty, value human feelings, generate wealth by virtue, and implement people-oriented management. 5. Emphasize that people are the most important resource and the most precious wealth, and have invested a lot in cultivating people's talents, developing people's intelligence and tapping people's potential, and achieved positive results.
Second, people have great potential and need to be motivated and developed.
William james of Harvard University in the United States believes that the ability of employees who implement piece-rate wages is only 20% ~ 30%. If fully motivated, their ability may reach 80% ~ 90%, that is, they can complete the workload equivalent to the original three or four people. What we are talking about here is people's practical ability, and people's potential is immeasurable, which needs scientific methods to explore. Before the founding of the Olympic Games, the first person who finished the marathon died of exhaustion. Later, in the first Olympic Games, only 17 people signed up for this competition, and more people were afraid. However, there are tens of thousands of people who can run marathons all over the world. 1980, the number of participants in the New York Marathon reached 17000, of which 3000 exceeded the record of the first Olympic champion Luis. The development of sports motivation shows that people's potential is huge.
Stimulating people's enthusiasm is a problem that politicians, strategists, thinkers and management scientists at all times and all over the world attach great importance to. Sun Tzu's Art of War said: "A Taoist who is recognized by the whole people can die with it and live with it without fear of danger." He also said: "Seeing a pawn is like a baby, you can take it to a deep stream; Take a chess piece as your son and you can share it with him.
Go to hell. "In military operations, we should have the enthusiasm of soldiers, modernization, the enthusiasm of the people and the enthusiasm of all staff to engage in enterprises.
Third, due to the long-term planned economy, state-owned enterprises have not yet formed an effective incentive mechanism.
In China, because the open policy was not implemented in 1970s, some "outsiders" had the opportunity to see the current situation of enterprise management in China. 1983 American scholar Lin Desai pointed out in a paper that for more than 30 years after the founding of the People's Republic of China, China's incentives for enterprises have been hovering between spiritual incentives (including political incentives) and material incentives, lacking scientific theoretical guidance. 1984, a Hong Kong scholar wrote that in China, "one billion people are waiting for inspiration". In 1988, Simon pointed out: "In the current economic reform in People's Republic of China (PRC), the urgent task is to improve enterprise management. However, if we want to improve enterprise management, we must understand how the organization works and operates, and how the workers and managers in the organization react to the organizational structure and state. 1993 William N Brown, a doctor of American management, pointed out: "China has a large population, which is both the biggest burden and the biggest wealth-everything depends on how to treat and manage this wealth. China should study the population as a whole, understand the factors that motivate them, and grasp their wishes and needs. ",
Of course, China's leaders also recognize the fact that people lack incentives in economic life and enterprise production and operation. "If our country has shortcomings after the founding of the People's Republic of China, it is a neglect of productive forces." Under the conditions at that time, the goal of enterprise management was subordinate to the goal of national construction. The main means to arouse the enthusiasm of employees in enterprises is spiritual encouragement, which ignores the principle of material interests and lacks material motivation for enterprise development. Therefore, "not talking about the principle of material interests is idealism." Because, "spiritual civilization comes from material civilization in the final analysis!" Don't talk about seniority in the use of talents. To train young and middle-aged cadres, we should give them a lighter ladder and let them leapfrog. "For those who are truly capable, we should let go of promotion and raise the wage level." The inefficiency of state-owned enterprises in China is largely caused by poor internal management, which is a typical X (low) efficiency. Therefore, China's state-owned enterprises must be combined with strengthening internal management, and the two cannot be neglected. The core of internal management is to establish a scientific incentive mechanism. "Talent is the most important resource for scientific and technological progress and economic and social development. It is necessary to establish an incentive mechanism that is conducive to the cultivation and use of talents. " Scientific incentive mechanism is conducive to mobilizing the enthusiasm of enterprise employees, giving full play to their creativity and cultivating their sense of responsibility and mission for enterprise development. Only by establishing a scientific incentive mechanism can state-owned enterprises be full of vitality and the sustainable development of enterprises be guaranteed by a scientific management system. Only in this way can state-owned enterprises better play a leading role in national economic construction.
Four, for state-owned enterprises, the establishment of talent incentive mechanism is particularly important.
The purpose of management is to make full use of resources, make the organization run efficiently, improve organizational performance and achieve the established goals of the organization. The resources an organization has are nothing more than people, money, things and information. However, financial resources, material resources and information resources all need to rely on human operation to play a role. In this sense, management is first and foremost the management of people. As Lavrikov Ritzk, a Soviet management scientist, said: "Management first has a purposeful impact on people, and then it has an impact on the actual production process through people." Drucker even thought that "the so-called enterprise management, in the final analysis, is personnel management. Personnel management is synonymous with enterprise management. " Management scientists have been able to accurately predict, plan and control financial and material resources for a long time, but human resources, especially people's inherent potential, have not been able to predict, plan and control so far. Therefore, motivation has become the most critical and difficult function of management, and it should be the first function. In enterprise management, only by mobilizing the enthusiasm of employees first can we realize the planning, organization and control functions through them, maintain the normal operation of man-machine systems, and then achieve organizational goals. Therefore, it can be said that "motivation is the core of management". The basic task of motivation is to mobilize the enthusiasm of subordinates and stimulate their creativity and initiative. As C. Francis said: "You can buy a person's time, you can hire a person to do the assigned work, you can buy on-time or daily technical operation, but you can't buy enthusiasm, creativity and dedication. You must work hard to win these." This sentence vividly points out the importance of motivation.
For state-owned enterprises, the incentive problem is more prominent. More than ten years ago, when talking about his views on enterprise management in China, the director of Japan Energy Association, Mr. Sanshang Chenxi, thought that if the existing factories in China were managed by the Japanese, there was no need to invest a penny in "hardware", as long as the management methods and other "software" were slightly improved, the production efficiency could be improved by 2-3 times or even 5- 10 times. As early as 1984, Hong Kong scholars Jin Youcheng and Zhou Qiaoxiao pointed out that in China, "there are one billion people waiting for inspiration". William N Brown, an American management professor, also pointed out: "China's huge population is both the biggest burden and the biggest wealth-everything depends on how to treat and manage this wealth. China should seriously study the whole population, understand the factors that motivate them, master their wishes and needs, and know how to organize economic activities and improve productivity to meet the needs of the people. "
Five, the establishment of state-owned enterprise talent incentive mechanism is the premise and foundation of building a highland of talents.
In order to meet the challenge of the coming knowledge-based economy era and further improve the country's scientific and technological development and innovation ability, the State Science and Technology Commission and the Ministry of Education jointly decided to implement the "Changjiang Scholars Program" from May 1999, and reward scientists and scholars who have made significant scientific and technological contributions with 10 to100,000 yuan. In essence, this is also a part of the national talent incentive mechanism.
From the perspective of Shanghai as the national economic center, in order to promote the new round of industrial development in Shanghai,1May 1999 17, the Shanghai Industrial Work Committee and the Shanghai Economic Commission jointly put forward the Opinions on Accelerating the Construction of Industrial Talents Highland in Shanghai, pointing out that the establishment of industrial talents highland is an urgent need to accelerate the industrialization of high and new technologies, promote the upgrading of pillar industries and cultivate the development of urban industries. In recent years, although Shanghai's industrial system has made some progress in the reform of the cadre and personnel system, there are still some outstanding problems, such as backward ideas, insufficient total number of outstanding talents, unreasonable age and professional knowledge structure, and imperfect employment mechanism and distribution mechanism. Therefore, party and government organizations and personnel departments at all levels are required to seize the opportunity of Shanghai's new round of industrial development with a strong sense of political responsibility, intensify reforms, and solidly promote the construction of industrial talents highland. It is necessary to firmly establish the concept that the key to success lies in people, adhere to the construction of talent team as the key to the development of enterprises, put it on the important agenda of party committees and administrations, and pay close attention to it; We should firmly establish the concept that enterprises are the main body of employing people, proceed from the current situation of enterprise development and talent team, overcome the concept that the management and development of talent resources are an important part of scientific management of enterprises, take the research and implementation of enterprise talent development strategy as an important link to promote enterprise development strategy, firmly establish the concept that promoting the reform of employing people and distribution mechanism is the key to building a highland of talents, persist in reforming organizational personnel management ideas and operation modes that are not suitable for the new situation, and establish a cadre and personnel system that adapts to the socialist market as soon as possible. The opinion is that improving the enterprise distribution incentive mechanism as soon as possible is the key to building a highland of industrial talents. State-owned enterprises should start with strengthening the market competitiveness of enterprises to attract and condense talents and ensuring the demand for talents for enterprise development, and change the current situation that the salary level of key positions and key talents in state-owned enterprises is generally lower than the market price and the salary structure is unreasonable as soon as possible. State-owned enterprises should adhere to the combination of distribution according to work and distribution according to production factors, and establish a distribution incentive mechanism to adapt to market competition.
Six, the establishment of talent incentive mechanism in state-owned enterprises is the need to achieve enterprise goals.
At present, the reform of state-owned enterprises in China is in a critical period. Can the goal of "extricating ourselves from difficulties in three years" be achieved as scheduled?
Mainly lies in whether the enterprise can establish a standardized modern enterprise system, whether it can establish an excellent talent team, whether it can give full play to the effective allocation of manpower, financial resources and material resources, and realize the business objectives of the enterprise.
The goal of an enterprise depends on human behavior, which is motivated. To achieve the enterprise's goals, we must have people's enthusiasm and morale. Some people say, "Without high morale, work is slavery, and supervision is almost slavery." A leader who forgets the role of people, a leader who will not or will not inspire people's enthusiasm, is not a qualified leader.
Incentive is the need to give full play to the effectiveness of enterprise production factors. The production and operation activities of enterprises are conscious and purposeful activities. People, labor objects and labor means are the production factors of enterprises. Among these elements, man is the most active and basic one, and only when other elements are combined with man can they become real productive forces and play their respective roles. Therefore, without people's enthusiasm, or people's enthusiasm is not high, no matter how good the technical equipment and raw materials are, it is difficult to play its due role.
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