高技术企业知识型员工精神报酬结构性研究
|
摘要
当社会进入知识经济时代，知识已逐渐成为形成企业竞争优势的决定性因素，知识资本成为企业创造价值的第一经济要素；企业间的竞争也更加激烈，而这种竞争将由资源竞争逐步转向人才竞争，特别是作为知识的“承载者”的企业知识资本所有者——知识型员工的竞争。从这几年中国管理实践来看，越来越多的企业在知识型员工管理方面受到严重性挑战。特别是以咨询企业、IT企业为代表的高知识企业，普遍存在激励手段匮乏、员工跳槽频繁、管理成本上升等现象。作为人力资源管理中主要职能之一的激励逐步成为其最关键、最困难的职能。如何激励员工，特别是激励知识型员工，成为新经济时代管理者必需研究的重要问题。在管理实践中，激励研究较多的、较为完善的是物质激励手段，物质激励以其可量化的研究优势已经形成了一个较为完善的结构体系，而且在新时期也有所发展，如股权激励等；而相对来讲对于精神激励，研究是较少的，也还没有从激励应用的角度形成一个比较完善的、系统的研究结构；但随着物质条件的丰富、管理成本的上升以及物质激励边际效应的下降，对于精神激励研究也必将提上日程。
本文从广义薪酬的角度出发来研究知识型员工的精神激励问题，研究知识型员工的精神报酬结构，即知识型员工的精神需求内容的结构性；从研究知识型员工特征入手，研究其内在需求的结构性，以及内在需求与被激励程度之间的关系，来把握内在需求的有效激励性；以杭州高技术企业的知识型员工为研究对象，通过文献综述、员工访谈以及问卷调研等方式研究，初步得到如下研究结论：
1、分析得到一个较为全面的、便于实践应用的、与物质报酬结构相对应的精神报酬结构体系，本精神报酬结构包含工资型因素、奖金型因素和福利型因素三类结构因素；
2、通过问卷统计分析得到了两个精神报酬结构：期望精神报酬结构和实际精神报酬结构；前一个反映了知识型员工的精神需求的倾向，后一个反映了知识型员工的需求现状；通过对期望与实际的结构对比，为知识型员工激励提供了依据和方向；
3、知识型员工对精神报酬的期望结构认识一致性是很好的，而对于精神报酬的实际结构是受部分背景特征如年薪和工作年限等控制变量影响的。
本文通过对精神报酬结构的研究来促进有关精神激励方面的进一步研究，也为企业的知识型员工激励管理实践提供指导。
In a society of knowledge economy, knowledge has gradually become a decisive factor to form companies' competitive advantages, and knowledge capital has become the first economic factor for company to create its value. Competition between companies is more and more drastic now; what's more, its goal is shift from materials to talented personnel, especially those knowledge employees, the owner of knowledge capital in the companies. According to management practice in China in recent years, more and more companies face great challenges in management on knowledge employees, esp. those high-knowledge ones, for instance, consultant companies and IT companies etc. the following phenomena are very common in those companies --a serious shortage of motivation means, staff's frequent jump, rising in management cost etc. motivation, one of the major functions in human resource management, becomes the hardest and key one. Thus how to encourage knowledge employees is an essential problem for managers of new economic era
to solve. In management practice, many experts made a lot of research on material motivation means, which can be measured. With this study advantage, it has formed a perfect, structural system, and, it also develops in the new era, for example, the stock-share motivation etc. comparatively speaking, there are less research on the immaterial motivation, let alone to form a perfect, systematic structure. Research on the immaterial motivation should be put on the agenda as the richening of material situation, the rising in management cost as well as the decreasing of marginal effect in material motivation.
This paper, proceeding from the compensation in a broad sense, studied immaterial motivation problems of knowledge employees, and their immaterial compensation structure, i.e. the structure of knowledge employees' immaterial needs. It starts from the research on knowledge employees' characteristics to study the structure of their intrinsic needs and the relation between these needs and their being motivated levels for grasping the availability of the being motivated levels about their intrinsic needs. It obtains some conclusion primarily as follows.
1. The paper gains a more complete immaterial compensation structure, corresponded to material compensation structure, which contain base compensation
factor, incentive compensation factor and benefits factor.
2. The paper finds two immaterial compensation structures, anticipant structure and effective one. The former behaves tendency of knowledge employees' immaterial want, the latter reflects actuality of knowledge employees' immaterial want. They have provided foundation and direction for knowledge employees' motivation.
3. For knowledge employees, theirs cognition about the configuration of immaterial compensation is pretty good, however it is effected by some background characteristics about the practical one, such as salary and years of work experience.
Through research it can form a comparatively overall structure of immaterial compensation that's easy to practice. Ti aims to promote further study on immaterial motivation, and tries to serve as a guide in management practice to motivate knowledge employees in companies.
本文从广义薪酬的角度出发来研究知识型员工的精神激励问题，研究知识型员工的精神报酬结构，即知识型员工的精神需求内容的结构性；从研究知识型员工特征入手，研究其内在需求的结构性，以及内在需求与被激励程度之间的关系，来把握内在需求的有效激励性；以杭州高技术企业的知识型员工为研究对象，通过文献综述、员工访谈以及问卷调研等方式研究，初步得到如下研究结论：
1、分析得到一个较为全面的、便于实践应用的、与物质报酬结构相对应的精神报酬结构体系，本精神报酬结构包含工资型因素、奖金型因素和福利型因素三类结构因素；
2、通过问卷统计分析得到了两个精神报酬结构：期望精神报酬结构和实际精神报酬结构；前一个反映了知识型员工的精神需求的倾向，后一个反映了知识型员工的需求现状；通过对期望与实际的结构对比，为知识型员工激励提供了依据和方向；
3、知识型员工对精神报酬的期望结构认识一致性是很好的，而对于精神报酬的实际结构是受部分背景特征如年薪和工作年限等控制变量影响的。
本文通过对精神报酬结构的研究来促进有关精神激励方面的进一步研究，也为企业的知识型员工激励管理实践提供指导。
In a society of knowledge economy, knowledge has gradually become a decisive factor to form companies' competitive advantages, and knowledge capital has become the first economic factor for company to create its value. Competition between companies is more and more drastic now; what's more, its goal is shift from materials to talented personnel, especially those knowledge employees, the owner of knowledge capital in the companies. According to management practice in China in recent years, more and more companies face great challenges in management on knowledge employees, esp. those high-knowledge ones, for instance, consultant companies and IT companies etc. the following phenomena are very common in those companies --a serious shortage of motivation means, staff's frequent jump, rising in management cost etc. motivation, one of the major functions in human resource management, becomes the hardest and key one. Thus how to encourage knowledge employees is an essential problem for managers of new economic era
to solve. In management practice, many experts made a lot of research on material motivation means, which can be measured. With this study advantage, it has formed a perfect, structural system, and, it also develops in the new era, for example, the stock-share motivation etc. comparatively speaking, there are less research on the immaterial motivation, let alone to form a perfect, systematic structure. Research on the immaterial motivation should be put on the agenda as the richening of material situation, the rising in management cost as well as the decreasing of marginal effect in material motivation.
This paper, proceeding from the compensation in a broad sense, studied immaterial motivation problems of knowledge employees, and their immaterial compensation structure, i.e. the structure of knowledge employees' immaterial needs. It starts from the research on knowledge employees' characteristics to study the structure of their intrinsic needs and the relation between these needs and their being motivated levels for grasping the availability of the being motivated levels about their intrinsic needs. It obtains some conclusion primarily as follows.
1. The paper gains a more complete immaterial compensation structure, corresponded to material compensation structure, which contain base compensation
factor, incentive compensation factor and benefits factor.
2. The paper finds two immaterial compensation structures, anticipant structure and effective one. The former behaves tendency of knowledge employees' immaterial want, the latter reflects actuality of knowledge employees' immaterial want. They have provided foundation and direction for knowledge employees' motivation.
3. For knowledge employees, theirs cognition about the configuration of immaterial compensation is pretty good, however it is effected by some background characteristics about the practical one, such as salary and years of work experience.
Through research it can form a comparatively overall structure of immaterial compensation that's easy to practice. Ti aims to promote further study on immaterial motivation, and tries to serve as a guide in management practice to motivate knowledge employees in companies.
引文
[1] Herzberg. F. Mausner B, The motivation to worker, New York: Wiley, 1959.
[2] Heimovics, R., & Brown, F. G., Municipal employee behavior as and exchange process, Midwest review of public administration, 1976,10(4), pp.201-215.
[3] Adrian Furnham, Liam Forde, Kirsti Ferrari, Personality and work motivation, Personality and individual differences, 1999, 26, pp. 1035-1043.
[4] Zingheim: Winning The Talent Game, Compensation & Benefits Management, Summer, 2001.
[5] Woodruffe: Winning The Talent War, John Wiley And Sons, LTD, 1999
[6] Graham Little, People and profit, New Zealand manufacturer, 1998,6,24-25.
[7] Maureen L. Ambrose and Carol T. Kulik, Old Friends, New Faces: Motivation Research in the 1990s, Journal of Management, 1999, 25(3).
[8] Daniel White,Stimulating Innovative Thinking, Research-Technology Management, (September-October 1996), pp.31-35.
[9] Erkko Autio, Ari-Pekka Hameri, Markus Nordberg, A framework of motivations for industry-big science collaboration: a case study, Engineering and technology management, (1996), pp.301-314.
[10] Elizabeth G. Chambers, Mark Foulon, Helen Handfleld-Jones, Steven M. Hankin, Edward G. Michaels Ⅲ, 人才战争，麦肯锡高层管理论丛，2000, 6, pp.50-63.
[11] Beck (1995), Shifting Gears: Thriving in the New Economy, 转引自安盛咨询公司研究报告：Workforce of the 21st Century, 1998.
[12] Future Work(1994), 转引自安盛咨询公司研究报告：Workforce of the 21~(st) Century, 1998.
[13] Adrian Fumham, Liam Forde, Kirsti Ferrari, Personality and work motivation, Personality and individual differences, 1999,26,1035-1043.
[14] Richard Miller, Miller-Klein Associates, Motivating and managing knowledge workers, KM, 2002,5(1), pp. 16-19.
[15] Harry Scarbrough, Knowledge as work: Conflicts in the management of knowledge workers, Technology analysis & Strategic Management, 1999,11(1), pp.5-16.
[16] Peter. F. Drucker, Knowledge worker Productivity: The biggest challenge, California management review, 1999,41 (2), pp.79-94
[17] Peter Drucker, The future that has already happened, The Futurist, November 1998.
[18] Walter B. Newsom, Motivate, now, Personnel journal, 1990,2, pp.51-55.
[19] Vroom, V. H., Work and motivation, New York: wiley, 1964.
[20] J. Daniel Couger, Motivator vs Demotivators in the IS environment, Journal of systems management, 1988,6, pp.36-4.
[21] Kovach, K.A., Employee motivation: Addressing a crucial factor in your organization's performance, Employment Relations Today, 1995,22(2), pp.93-105.
[22] Maidani, E. A., Comparative study of Herzberg's two-factor theory of job satisfaction among public and private sectors, Public personnel Management, 1991,20(4), pp. 441-448.
[23] Brian D. Janz, Jason A. Coloquitt, Raymond A. Noe, Knowledge worker team effectiveness: The role of autonomy, interdependence, team development, and contextual support variables, Personnel psychology, 1997,50,pp.877-904.
[24] Jurkiewicz, C., Massey, T., & Brown, R., Motivation in public and private organizations: A comparative study, Public productivity & management review, 1998, 21, pp.230-250.
[25] Graham Little, People and profit, New Zealand manufacturer, 1998,6, pp.24-25.
[26] Steven R. Kline, Employee motivation, Products Finishing, 2001,2,6.
[27] Ashraf Shirani, Milam Aiken, Joseph G.P.Paolillo, Group decision support systems and incentive structures, Information & Management, 1998, 33, pp.231-240.
[28] Ryohei Matsumura, Kyoichi Kijima,Bumpei Nakano and Takehiro Inohara,Analysis of the Incentive Problems Considering Intrinsic Motivation and Multiple Objectives of the Agent, IEEE, 1999, pp.1031-1033.
[29] Laverty, Stephen, Hogan, Barbara J., Lawrence, Lindalee A, Designing an incentive compensation program that works, Healthcare Financial Management, 1998, pp.56-59.
[30] [美]R·韦恩·蒙迪，罗伯特·M·诺埃，人力资源管理，北京，经济科学出版社，1998．
[31][美]丹尼尔·A·雷恩，孔令济译，管理思想的演变[M]，北京，中国社会科学出版社，2000．
[32][美]雷蒙德·A·诺伊，约翰·霍伦拜克，拜雷·格哈特，帕特雷克·莱特，人力资源管理—赢得竞争优势，北京，中国人民大学出版社，2001．
[33][美]乔治·T·米尔科维奇，杰里·M·纽曼，薪酬管理(第六版)，北京，中国人民大学出版社，2002．
[34]王重鸣，心理学研究方法，北京，人民教育出版社，1990．
[35]金雪军主编，知识经济与人才素质，杭州，浙江大学出版社，1999．
[36]王兴成、卢继传，徐耀宗，知识经济，北京，中国经济出版社，1998．
[37]彼得．德鲁克等，21世纪的管理挑战，上海，上海译文出版社，1999．
[38]弗朗西斯·赫瑞比(加)，郑晓明译，管理知识员工，北京，机械工业出版社，2000．
[39]彭剑锋，张望军，如何激励知识型员工，中国人力资源开发，1999，9，12-14．
[40]白芙蓉，张金锁，张茹亚，员工满意度与顾客满意度，企业研究，2002，3，55-56．
[41]程辉，高技术企业知识型员工激励因素研究，浙江大学硕士论文，2003．
[42]朱敏，武晓曦，冯炼，不同所有制员工积极性实证研究，财经科学，2001，4，44-49．
[43]姜丹，薛承会，企业科技人员激励因素强度分析，中外科技信息，2001，2，44-47．
[44]蒋春燕，赵曙明，知识型员工流动的特点、原因与对策，人力资源开发与管理，2001，6，26-29．
[45]梁玉国，科技型企业的激励机制，经济论坛，2002．
[46]衡代清，企业激励艺术论，西南民族学院学报，2002，23(10)．
[47]郑予捷，对国企经营者精神激励的探讨，经济体制改草，2002，(3)．
[48]程承坪，对企业家的精神激励及其机制，科学管理研究，2002，20(2)．
[49]邱国栋、刘斌，高技术企业的企业家产权激励，经济研究参考，2002，(14)．
[50]周奋进，国企经营者精神激励机制研究，浙江学刊，2000，(1)．
[51]王传志，激励机制：原则和实践，山东社会科学，2002．
[52]王守安著，企业发展要素论，北京，企业管理出版社，2001．
[53]单宝，经营者激励的“三个结合”，管理研究，2001，(10)．
[54]赵振宇著，神奇的杠杆—激励理论与方法，武汉，湖北人民出版社，
2001．
[55] 刘正周著，管理激励，上海，上海财经大学出版社，1998．
[56] 邢以群著，管理学，杭州，浙江大学出版社，1997．
[57] 周三多、陈传明、鲁明泓著，管理学—原理和方法，上海，复旦大学出版社，1999．
[58] 徐成德 陈达，员工激励手册，北京：中信出版社，2001
[59] 侯书森 季传亭，励人之技，北京：企业管理出版社，2001
[60] 陈竞晓，需求层次与企业激励机制的构建，学术研究，2002年第七期．
[61] 张文英 周照东，试论精神激励运行机制，江苏图书馆学报，1992年(1)．
[62] 刘忠诚 富元斋 郇冬至，企业科技人才的精神激励，山东社会科学，2001．
[63] 汪明元，企业的精神激励：问题及对策，工会理论与实践，2000，14(1)．
[64] 吕守信 赵中天，全方位激励法，北京，中国经济出版社，1990．
[65] 王则柯主编，激励机制，广州，中山大学出版社，2000．
[66] 史蒂芬P罗宾斯著，郑晓明译，组织行为学精要，北京，机械出版社，2001．
[67] 张友苏编著，管理心理与实务，广州，暨南大学出版社，2002．
[68] 谌新民，张帆，薪酬设计技巧，广州，广东经济出版社，2002．
[69] 孙剑平，薪酬管理—经济学与管理学视觉的耦合分析，长春，吉林人民出版社，2000．
[70] 吴叔平，虞俊健，股权激励—企业长期激励制度研究与实践，2001．4
[71] 赵署明著，人力资源管理研究，北京，中国人民大学出版社，2001．
[72] 约瑟夫·J·马尔托奇奥著，战略薪酬(第二版)，北京，社会科学文献出版社，2002．
[73] 托马斯·B·威尔逊著，薪酬框架—美国39家一流企业的薪酬驱动战略和秘密体系，北京，华夏出版社，2001．
[74] 程国平，经营者激励，北京，经济管理出版社，2002．
[75] 张望军，彭剑锋，中国企业知识型员工激励机制实证分析，科研管理，2001，22(6)，90-96
[76] [美]保罗·S·麦耶斯，知识管理与组织设计，珠海，珠海出版社，1998
[77] 郑超，黄攸立，国有企业知识型员工激励机制的现状调查及其改进策略，华东经济管理，2001，15(3)，30-33
[78] 马立荣，肖洪钧，知识工作者的激励机制设计，大连理工大学学报，
2001，22(1)，25-28
[79] 叶军，忠诚雇员的经济意义和培养忠诚雇员的对策，南开管理评论，2000，3(6)，69-74
[80] 傅红梅，王岩，引爆员工潜能—人力资源管理技巧与案例，北京，中国经济出版社，2003．
[81] 何燕珍，美国企业薪酬发展的新趋势—整体型薪酬体系，中国人力资源开发，2003，(1)，P63～65．
[82] 邬金淘，劭丹，员工激励的新菜系—薪酬自助餐，人力资源开发与管理，2003，(2)，P30～31．
[83] 胡迟著，利益相关者激励—理论·方法·案例，北京，经济管理出版社，2003，P317．
[84] 李宝元著，战略性激励—现代企业人力资源管理精要，北京，经济科学出版社，2002，P181．
[85] 李新建编著，企业薪酬管理，天津：南开大学出版社，2003，P2-37．
[86] 张建国编著，薪酬体系设计，北京：北京工业大学出版社，2003，P21-43．
[87] 朱克江著，经营者薪酬激励制度研究，北京：中国经济出版社，2002，P14-15．
[2] Heimovics, R., & Brown, F. G., Municipal employee behavior as and exchange process, Midwest review of public administration, 1976,10(4), pp.201-215.
[3] Adrian Furnham, Liam Forde, Kirsti Ferrari, Personality and work motivation, Personality and individual differences, 1999, 26, pp. 1035-1043.
[4] Zingheim: Winning The Talent Game, Compensation & Benefits Management, Summer, 2001.
[5] Woodruffe: Winning The Talent War, John Wiley And Sons, LTD, 1999
[6] Graham Little, People and profit, New Zealand manufacturer, 1998,6,24-25.
[7] Maureen L. Ambrose and Carol T. Kulik, Old Friends, New Faces: Motivation Research in the 1990s, Journal of Management, 1999, 25(3).
[8] Daniel White,Stimulating Innovative Thinking, Research-Technology Management, (September-October 1996), pp.31-35.
[9] Erkko Autio, Ari-Pekka Hameri, Markus Nordberg, A framework of motivations for industry-big science collaboration: a case study, Engineering and technology management, (1996), pp.301-314.
[10] Elizabeth G. Chambers, Mark Foulon, Helen Handfleld-Jones, Steven M. Hankin, Edward G. Michaels Ⅲ, 人才战争，麦肯锡高层管理论丛，2000, 6, pp.50-63.
[11] Beck (1995), Shifting Gears: Thriving in the New Economy, 转引自安盛咨询公司研究报告：Workforce of the 21st Century, 1998.
[12] Future Work(1994), 转引自安盛咨询公司研究报告：Workforce of the 21~(st) Century, 1998.
[13] Adrian Fumham, Liam Forde, Kirsti Ferrari, Personality and work motivation, Personality and individual differences, 1999,26,1035-1043.
[14] Richard Miller, Miller-Klein Associates, Motivating and managing knowledge workers, KM, 2002,5(1), pp. 16-19.
[15] Harry Scarbrough, Knowledge as work: Conflicts in the management of knowledge workers, Technology analysis & Strategic Management, 1999,11(1), pp.5-16.
[16] Peter. F. Drucker, Knowledge worker Productivity: The biggest challenge, California management review, 1999,41 (2), pp.79-94
[17] Peter Drucker, The future that has already happened, The Futurist, November 1998.
[18] Walter B. Newsom, Motivate, now, Personnel journal, 1990,2, pp.51-55.
[19] Vroom, V. H., Work and motivation, New York: wiley, 1964.
[20] J. Daniel Couger, Motivator vs Demotivators in the IS environment, Journal of systems management, 1988,6, pp.36-4.
[21] Kovach, K.A., Employee motivation: Addressing a crucial factor in your organization's performance, Employment Relations Today, 1995,22(2), pp.93-105.
[22] Maidani, E. A., Comparative study of Herzberg's two-factor theory of job satisfaction among public and private sectors, Public personnel Management, 1991,20(4), pp. 441-448.
[23] Brian D. Janz, Jason A. Coloquitt, Raymond A. Noe, Knowledge worker team effectiveness: The role of autonomy, interdependence, team development, and contextual support variables, Personnel psychology, 1997,50,pp.877-904.
[24] Jurkiewicz, C., Massey, T., & Brown, R., Motivation in public and private organizations: A comparative study, Public productivity & management review, 1998, 21, pp.230-250.
[25] Graham Little, People and profit, New Zealand manufacturer, 1998,6, pp.24-25.
[26] Steven R. Kline, Employee motivation, Products Finishing, 2001,2,6.
[27] Ashraf Shirani, Milam Aiken, Joseph G.P.Paolillo, Group decision support systems and incentive structures, Information & Management, 1998, 33, pp.231-240.
[28] Ryohei Matsumura, Kyoichi Kijima,Bumpei Nakano and Takehiro Inohara,Analysis of the Incentive Problems Considering Intrinsic Motivation and Multiple Objectives of the Agent, IEEE, 1999, pp.1031-1033.
[29] Laverty, Stephen, Hogan, Barbara J., Lawrence, Lindalee A, Designing an incentive compensation program that works, Healthcare Financial Management, 1998, pp.56-59.
[30] [美]R·韦恩·蒙迪，罗伯特·M·诺埃，人力资源管理，北京，经济科学出版社，1998．
[31][美]丹尼尔·A·雷恩，孔令济译，管理思想的演变[M]，北京，中国社会科学出版社，2000．
[32][美]雷蒙德·A·诺伊，约翰·霍伦拜克，拜雷·格哈特，帕特雷克·莱特，人力资源管理—赢得竞争优势，北京，中国人民大学出版社，2001．
[33][美]乔治·T·米尔科维奇，杰里·M·纽曼，薪酬管理(第六版)，北京，中国人民大学出版社，2002．
[34]王重鸣，心理学研究方法，北京，人民教育出版社，1990．
[35]金雪军主编，知识经济与人才素质，杭州，浙江大学出版社，1999．
[36]王兴成、卢继传，徐耀宗，知识经济，北京，中国经济出版社，1998．
[37]彼得．德鲁克等，21世纪的管理挑战，上海，上海译文出版社，1999．
[38]弗朗西斯·赫瑞比(加)，郑晓明译，管理知识员工，北京，机械工业出版社，2000．
[39]彭剑锋，张望军，如何激励知识型员工，中国人力资源开发，1999，9，12-14．
[40]白芙蓉，张金锁，张茹亚，员工满意度与顾客满意度，企业研究，2002，3，55-56．
[41]程辉，高技术企业知识型员工激励因素研究，浙江大学硕士论文，2003．
[42]朱敏，武晓曦，冯炼，不同所有制员工积极性实证研究，财经科学，2001，4，44-49．
[43]姜丹，薛承会，企业科技人员激励因素强度分析，中外科技信息，2001，2，44-47．
[44]蒋春燕，赵曙明，知识型员工流动的特点、原因与对策，人力资源开发与管理，2001，6，26-29．
[45]梁玉国，科技型企业的激励机制，经济论坛，2002．
[46]衡代清，企业激励艺术论，西南民族学院学报，2002，23(10)．
[47]郑予捷，对国企经营者精神激励的探讨，经济体制改草，2002，(3)．
[48]程承坪，对企业家的精神激励及其机制，科学管理研究，2002，20(2)．
[49]邱国栋、刘斌，高技术企业的企业家产权激励，经济研究参考，2002，(14)．
[50]周奋进，国企经营者精神激励机制研究，浙江学刊，2000，(1)．
[51]王传志，激励机制：原则和实践，山东社会科学，2002．
[52]王守安著，企业发展要素论，北京，企业管理出版社，2001．
[53]单宝，经营者激励的“三个结合”，管理研究，2001，(10)．
[54]赵振宇著，神奇的杠杆—激励理论与方法，武汉，湖北人民出版社，
2001．
[55] 刘正周著，管理激励，上海，上海财经大学出版社，1998．
[56] 邢以群著，管理学，杭州，浙江大学出版社，1997．
[57] 周三多、陈传明、鲁明泓著，管理学—原理和方法，上海，复旦大学出版社，1999．
[58] 徐成德 陈达，员工激励手册，北京：中信出版社，2001
[59] 侯书森 季传亭，励人之技，北京：企业管理出版社，2001
[60] 陈竞晓，需求层次与企业激励机制的构建，学术研究，2002年第七期．
[61] 张文英 周照东，试论精神激励运行机制，江苏图书馆学报，1992年(1)．
[62] 刘忠诚 富元斋 郇冬至，企业科技人才的精神激励，山东社会科学，2001．
[63] 汪明元，企业的精神激励：问题及对策，工会理论与实践，2000，14(1)．
[64] 吕守信 赵中天，全方位激励法，北京，中国经济出版社，1990．
[65] 王则柯主编，激励机制，广州，中山大学出版社，2000．
[66] 史蒂芬P罗宾斯著，郑晓明译，组织行为学精要，北京，机械出版社，2001．
[67] 张友苏编著，管理心理与实务，广州，暨南大学出版社，2002．
[68] 谌新民，张帆，薪酬设计技巧，广州，广东经济出版社，2002．
[69] 孙剑平，薪酬管理—经济学与管理学视觉的耦合分析，长春，吉林人民出版社，2000．
[70] 吴叔平，虞俊健，股权激励—企业长期激励制度研究与实践，2001．4
[71] 赵署明著，人力资源管理研究，北京，中国人民大学出版社，2001．
[72] 约瑟夫·J·马尔托奇奥著，战略薪酬(第二版)，北京，社会科学文献出版社，2002．
[73] 托马斯·B·威尔逊著，薪酬框架—美国39家一流企业的薪酬驱动战略和秘密体系，北京，华夏出版社，2001．
[74] 程国平，经营者激励，北京，经济管理出版社，2002．
[75] 张望军，彭剑锋，中国企业知识型员工激励机制实证分析，科研管理，2001，22(6)，90-96
[76] [美]保罗·S·麦耶斯，知识管理与组织设计，珠海，珠海出版社，1998
[77] 郑超，黄攸立，国有企业知识型员工激励机制的现状调查及其改进策略，华东经济管理，2001，15(3)，30-33
[78] 马立荣，肖洪钧，知识工作者的激励机制设计，大连理工大学学报，
2001，22(1)，25-28
[79] 叶军，忠诚雇员的经济意义和培养忠诚雇员的对策，南开管理评论，2000，3(6)，69-74
[80] 傅红梅，王岩，引爆员工潜能—人力资源管理技巧与案例，北京，中国经济出版社，2003．
[81] 何燕珍，美国企业薪酬发展的新趋势—整体型薪酬体系，中国人力资源开发，2003，(1)，P63～65．
[82] 邬金淘，劭丹，员工激励的新菜系—薪酬自助餐，人力资源开发与管理，2003，(2)，P30～31．
[83] 胡迟著，利益相关者激励—理论·方法·案例，北京，经济管理出版社，2003，P317．
[84] 李宝元著，战略性激励—现代企业人力资源管理精要，北京，经济科学出版社，2002，P181．
[85] 李新建编著，企业薪酬管理，天津：南开大学出版社，2003，P2-37．
[86] 张建国编著，薪酬体系设计，北京：北京工业大学出版社，2003，P21-43．
[87] 朱克江著，经营者薪酬激励制度研究，北京：中国经济出版社，2002，P14-15．