Analysis on Staff Motivation of Private Enterprises in China

Discussion on incentive measures for employees in private enterprises

Guo Ye

Guo Ye

(School of Economics and Management of Nanchang University, Nanchang 330029)

(School of Economics and Management of Nanchang University, Nanchang 330029)

Abstract: In recent years, China's private enterprises have developed rapidly, but there are also many problems. Insufficient incentives for employees are private enterprises in China.

An important issue of industrial development. Insufficient incentives will lead to a shortage of talents and hinder the further development of private enterprises. In this regard, private enterprises must

Take effective measures to improve its incentive mechanism.

Keywords: private enterprises; Incentive mechanism; Reason; Countermeasures

China Library Classification Number: F276

Document ID: a

Article number:1671-4792 (2005) 05-0038-02.

Since the reform and opening up, especially after the 1990s, Chinese citizens

The rapid development of private enterprises has greatly affected the economic growth and labor force in China.

Employment, import and export, and technological progress have all made important contributions. But with

At the same time, there are many problems in the development of private enterprises in China.

Problems, especially those caused by insufficient incentives for employees, are not

Stability has hindered the further development of private enterprises.

First, the current situation of employee mobility in private enterprises is caused by insufficient incentives

Human resources are the most important strategic resources of enterprises, with high quality.

Talent is an effective guarantee for enterprises to gain long-term competitive advantage. but

The personnel are unstable and the mobility is quite large. It has always been a private enterprise.

If this problem is not handled well, it will inevitably hinder the people.

The further development of enterprises.

Private enterprises are mostly family-owned enterprises, among the entrepreneurs of private enterprises.

There are many autocratic and powerful figures, so the development of enterprises II.

Employers are mostly paternalistic. Enterprise office

Some people generally have personal rights outside the system, so not only

The boss has the final say in enterprise decision-making, including employee incentives.

Randomness is quite large. This style still has certain advantages in the early stage of entrepreneurship.

Potential, can make the enterprise efficient development, cost saving, organizational structure.

It is also a simple function type. However, with the development of enterprises, it is necessary.

Talent to improve the functions and management system of enterprises. Growth stage

Some enterprises need talents most, and management especially needs to rely on them.

Experts who understand modern management science are engaged in strategic planning and

Management by objectives. Employees in private enterprises generally report low wages and benefits in private enterprises.

Less, no sense of security, poor sense of corporate identity, and few are the same as enterprises.

* * * bitter.

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This phenomenon will undoubtedly hinder the enthusiasm and initiative of employees.

Wave, this is not conducive to the formation of internal cohesion of enterprises, and it is not easy.

Attract talents. Many private enterprises are caught in this vicious demand for talents.

In circulation.

Second, the reasons for high employee mobility in private enterprises

There are many reasons for the high mobility of employees in private enterprises. total

Generally speaking, the author believes that there are several main reasons for the difficulties of private enterprises.

Retain talents.

(A) the difficulties of private enterprises make enterprises reluctant to spend money. from

Private enterprises in China, which broke through the cocoon in the reform, are also constantly accepting the wind of the market.

With the test and washing of rain, there are too many difficulties on his entrepreneurial road, none of them.

Nye. Under the guiding ideology that every penny is hard-earned money, we will create a new situation for enterprises.

Is it necessary for the industry to spend so much money to invite outsiders to "sit back and enjoy the success"

Success is "unreasonable" and "unwise" This can be said to be

Mistakes of private entrepreneurs. Private enterprises should fully realize that

Necessary "spending money" and establishing a reasonable incentive mechanism are very important for attracting and encouraging.

Encouraging high-level management talents and technical talents plays an important role.

It is also important to improve the competitiveness of enterprises in the market.

Function.

(2) Private enterprises don't trust outsiders. Private enterprises are on their way.

Outsiders dare not reuse it. First of all, they are worried about the business secrets of enterprises.

Secret meeting leaks, that is, the technical quality and moral quality of foreign personnel

I dare not trust it completely. In fact, many such things did happen.

Love, so that enterprises are weakened or completely bankrupt; Second, outsiders.

Not * * * growing up with enterprises, and some don't want to stay for a long time, he

What children do is short-term effect, and then seek personal gain for themselves.

Just walk away. Few migrant workers have the long-term development like private enterprises.

Exhibition plan, not to mention considering the long-term development of enterprises.

This has led private enterprises to worry about spending money to hire people. They think the money will be spent.

Not practical.

(c) It is generally difficult for outsiders to adapt to the culture of private enterprises.

Background. Every enterprise has its own culture. Some emphasize innovation (such as

Nike), some pay attention to obeying groups, and some are competitive enterprises.

Corporate culture (such as Pepsi), some of which are realistic corporate cultures,

Wait a minute. Different people should find their own corporate culture.

Enterprises can do things with ease. But for outsiders, it is necessary to find out

It's not easy to get to such a husband's house. So they kept looking.

Looking for a job, constantly changing jobs. So how can the bosses of private enterprises

Must pay a high price for an uncertain person?

(d) Authoritarian entrepreneurs dare not and will not authorize.

Force. There are many autocratic entrepreneurs in private enterprises. male

Children tend to concentrate on leadership. Centralized management cannot be better mobilized.

Initiative and accumulation of subordinates. Especially innovation and high technology.

A type of enterprise needs more flexibility and the initiative of its subordinates.

Play. But paternalistic style and powerful means make subordinates lack.

Without the proper power, it is difficult to carry out the work. In addition, many senior leaders

Lack of communication between supervisors and subordinates makes it difficult for subordinates to experience emotional motivation.

These factors. Emotional motivation has great potential, but in the past,

The past is an aspect that leaders tend to overlook.

(5) The employment system is unreasonable. Some private enterprises only notice

Pay attention to profit, but ignore the perfection and development of enterprise organization and various functions

The functions of the department are chaotic and the responsibilities are unclear. Human resource management of personnel department

The function exists in name only, but it is only responsible for recruiting people, as for recruiting people in the future.

Have no ability to manage work. Enterprises only care about the profits of business departments.

Some private enterprises are expanding too fast and there is a serious shortage of talents.

And often have high requirements for personnel. But because of the lack of human resources

Management talents, so I failed to use good people and often recruited.

I lost someone, but I couldn't keep them or I was overqualified. In this way, employees naturally

It is difficult to have a sense of personal accomplishment and belonging to the enterprise.

Third, some suggestions on the lack of incentive mechanism for private enterprises

Due to the imperfection of the system and legal system, the further development of private enterprises

Development will be limited, coupled with unreasonable employment mechanism, the people

Economic development has encountered obstacles. How to solve the incentive problem in the following ways

As a result, the employment mechanism is unreasonable. How to attract more talents?

How to establish an effective incentive mechanism for enterprise work is in the hands of the people.

Problems to be solved urgently in front of enterprises.

(1) The government should create better employment conditions and environment for private enterprises.

Conditions. The government should further improve the socialist market economic system.

Especially the laws and regulations regulating the market economy. In a market economy

In China, the rational flow of talents is necessary, but the private enterprises in China are too big.

The turnover rate reflects the relevant legal system in China to some extent.

The degree of imperfection. From the perspective of employees, sound labor laws and regulations and

There is no doubt that the social security system can better protect the legitimate interests of employees.

(2) Private enterprises transfer part of their profits. If for institutional reasons,

The legal system is not perfect, and the law "betrays" the top managers.

If you can do your best, then the enterprise will work hard on the "redemption" of key employees.

Husband. If private enterprises want to develop, they must dare to sell their own

Part of the shares. With a certain share, you can attract talents.

The power of top management and technical backbone is unlikely to be betrayed.

Will follow the enterprise. Incentive tools suitable for private enterprises can

There are stocks, virtual stocks, performance units, stock options and so on. be filled/suffused/brimming with

By making good use of these tools, we can get many unexpected results.

(3) Strengthen the construction of credit system. Honesty is mutual, right?

For employees, especially professional managers, honesty is human capital.

An important part, but also an aspect of personal quality, a capable.

Strong and upright professional managers are undoubtedly more popular with enterprises. but

For enterprises, honesty is also a part of their intangible assets.

Enterprises with good reputation are more likely to be recognized by employees. Private enterprises in China

At present, there are problems such as excessive mobility of personnel and lack of credit system.

China still has a lot of work to do in this regard.

(d) Establish an appropriate human resource management system. one

An appropriate human resource management system is very important for enterprise development and employee motivation.

And so on. If enterprises are scientific and reasonable to talents,

Management can attract more and better talents to work in enterprises, and it is easier to tap.

Tap the potential of existing employees and improve the internal cohesion of enterprises.

Of course, the good use of talents by enterprises also promotes the further development of enterprises.

Exhibition. Enterprises can establish some incentive mechanisms, such as performance-based

Salary management methods and so on. If the enterprise does not have enough manpower,

Financial resources and other aspects of the comprehensive ability, you can ask a professional consulting agency.

Tailored for the enterprise. Professional consulting institutions have all kinds of professionals and

Comprehensive professional knowledge in all aspects, with the ability to coordinate various relationships.

As far as the human resource management system here is concerned,

Is a stable, institutionalized salary system and a set of available.

Comprehensive index system to measure the performance of operators.

refer to

[1] Lin Jun. The defects of the incentive mechanism of private enterprises and the countermeasures to improve it.

Journal of Gansu Institute of Education, 2002, (18).

[2] Sean, silver heron. Research on long-term incentive of private enterprises.

Economics and Management, 2002, (6).

[3] Zhang Aibang. Thoughts on perfecting the incentive mechanism of private enterprises in China.

Economic Research, 2003, (2).

Brief introduction of the author

Guo Ye (1975-), female, from Huichang County, Jiangxi Province, Nanchang University.

School of Economics and Management is a graduate student of enterprise management in 2 0 0 3.

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