基于和谐管理的国有企业薪酬激励机制研究
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摘要
今天的社会处于机遇和挑战的时代，人力资源激烈竞争的时代。越来越多的企业已意识到这一点，将人力资源作为其核心竞争力的关键和竞争优势的源泉。如何更好激发员工的能动性是人力资源最重要的工作之一，员工激励已经使得人力资源管理政策成为现代组织中一种必不可少的政策。自企业形成以来，员工激励方式一直不断探索着：计划经济时期侧重精神激励；市场经济体制的转变使激励注重物质，并通过价格机制来进行。当今，薪酬体系集中体现了企业对员工的物质激励，而且可以吸引、保留和激励企业所需的人才，因此，具有激励性的薪酬体系是企业薪酬激励机制的核心。认真研究国有企业薪酬激励问题，作好新形势下国有企业薪酬激励工作，具有十分重要的现实意义和深远的历史意义。
党的十六届四中全会“构建和谐社会若干意见”向我们发出了总动员，全社会必须共同努力，积极向“和谐社会”这个目标迈进。国有企业作为我国国民经济的“龙头”，在构建和谐社会这个伟大的系统工程中，要勇立潮头，大胆前行。使国有企业达到和谐社会的要求，首先管理必须和谐，因此，实施和谐管理势在必行。综合分析当前的形势和国有企业的现状，我们注意到在深化国有企业薪酬制度改革过程中，期待形成一个确保企业薪酬制度与企业发展战略紧密联系，与当前国有资产监督管理体制和现代企业制度相适应的、科学规范的、和谐的国有企业薪酬激励机制。
本文首先对和谐管理产生的背景、思想根源及薪酬相关激励理论进行研究，应用人力资源管理学中有关薪酬激励理论及“和谐管理”的一般理论，采用理论结合实践方法，总结了和谐管理与国有企业薪酬激励机制的关系及机制相应特征，其次，从和谐的角度对我国国有企业薪酬激励机制现状深入分析，总结了国有企业现存的问题及产生原因，在强调科学设计的基础上，将员工心理、行为因素充分考虑进去，结合我国传统文化、企业文化，设计具有中国传统文化神韵，充满现代生机的适合我国国有企业的薪酬激励机制，使薪酬成为满足员工需求、留住人才、保持竞争力、构建组织与个人命运共同体的有效工具，真正达到“和”与“谐”的统一。
Now, it is a time of opportunities and challenges full of fierce competitions for human resources. More and more corporations regard human resources as their core of competition. How to motivate the staffs becomes important and it makes the harmonious managing policy of human resources be a necessary policy of modern corporations. In the planned economy, motivation was spiritual praise, but in market economy, motivation mechanism focused on materials, which could be realized by price mechanism. Compensation system shows the corporations give materials to motivate their staffs, and corporation also can appeal, retain and motivate the talents they need. So compensation motivating system is the core of motivating mechanism, and it is necessary to study state enterprises' compensation motivation and use it in new situations.
During the Fourth Plenary session of sixteenth CPC, we are requested to work together to construct a "harmonious society". As the leading enterprises in our industry, state enterprises should play a model role bravely in constructing the harmonious society. So the corporations' management must be harmonious. We expect to have a scientific and prescriptive compensation managing system, which ensures that corporations' compensation system is closely connected with its developing strategies, and applies to the present supervision managing system of state assets and modern corporation system.
Firstly, the essay studies the background harmonious management and itsconcept source and relative motivation theories. Then, with the relativecompensation motivating theories in human resources management and generaltheories in "harmonious management", the essay combines theory with practiceand sums up the relationship of harmonious management and compensationmotivating mechanism in our country and their features. Secondly, the essaydeeply analyzes the present conditions of state enterprises' compensationmotivating mechanism. Thirdly, the essay talks about the problems and theircauses of state enterprises. Last but not least, the essay tries to construct acompensation motivating mechanism that applies to our country's stateenterprise. Considering corporations' culture and the staffs' psychology andbehavior factors, the motivating mechanism is scientifically designed accordingto the principle of harmonious management about compensation motivatingmechanism. It also includes our traditional culture and enterprise culture, andmakes the compensation a effective tool to satisfy the needs of staffs, retaintalents, continue to be competitive and combine the future of corporations withpersonal futures. With it we can make harmony true.
党的十六届四中全会“构建和谐社会若干意见”向我们发出了总动员，全社会必须共同努力，积极向“和谐社会”这个目标迈进。国有企业作为我国国民经济的“龙头”，在构建和谐社会这个伟大的系统工程中，要勇立潮头，大胆前行。使国有企业达到和谐社会的要求，首先管理必须和谐，因此，实施和谐管理势在必行。综合分析当前的形势和国有企业的现状，我们注意到在深化国有企业薪酬制度改革过程中，期待形成一个确保企业薪酬制度与企业发展战略紧密联系，与当前国有资产监督管理体制和现代企业制度相适应的、科学规范的、和谐的国有企业薪酬激励机制。
本文首先对和谐管理产生的背景、思想根源及薪酬相关激励理论进行研究，应用人力资源管理学中有关薪酬激励理论及“和谐管理”的一般理论，采用理论结合实践方法，总结了和谐管理与国有企业薪酬激励机制的关系及机制相应特征，其次，从和谐的角度对我国国有企业薪酬激励机制现状深入分析，总结了国有企业现存的问题及产生原因，在强调科学设计的基础上，将员工心理、行为因素充分考虑进去，结合我国传统文化、企业文化，设计具有中国传统文化神韵，充满现代生机的适合我国国有企业的薪酬激励机制，使薪酬成为满足员工需求、留住人才、保持竞争力、构建组织与个人命运共同体的有效工具，真正达到“和”与“谐”的统一。
Now, it is a time of opportunities and challenges full of fierce competitions for human resources. More and more corporations regard human resources as their core of competition. How to motivate the staffs becomes important and it makes the harmonious managing policy of human resources be a necessary policy of modern corporations. In the planned economy, motivation was spiritual praise, but in market economy, motivation mechanism focused on materials, which could be realized by price mechanism. Compensation system shows the corporations give materials to motivate their staffs, and corporation also can appeal, retain and motivate the talents they need. So compensation motivating system is the core of motivating mechanism, and it is necessary to study state enterprises' compensation motivation and use it in new situations.
During the Fourth Plenary session of sixteenth CPC, we are requested to work together to construct a "harmonious society". As the leading enterprises in our industry, state enterprises should play a model role bravely in constructing the harmonious society. So the corporations' management must be harmonious. We expect to have a scientific and prescriptive compensation managing system, which ensures that corporations' compensation system is closely connected with its developing strategies, and applies to the present supervision managing system of state assets and modern corporation system.
Firstly, the essay studies the background harmonious management and itsconcept source and relative motivation theories. Then, with the relativecompensation motivating theories in human resources management and generaltheories in "harmonious management", the essay combines theory with practiceand sums up the relationship of harmonious management and compensationmotivating mechanism in our country and their features. Secondly, the essaydeeply analyzes the present conditions of state enterprises' compensationmotivating mechanism. Thirdly, the essay talks about the problems and theircauses of state enterprises. Last but not least, the essay tries to construct acompensation motivating mechanism that applies to our country's stateenterprise. Considering corporations' culture and the staffs' psychology andbehavior factors, the motivating mechanism is scientifically designed accordingto the principle of harmonious management about compensation motivatingmechanism. It also includes our traditional culture and enterprise culture, andmakes the compensation a effective tool to satisfy the needs of staffs, retaintalents, continue to be competitive and combine the future of corporations withpersonal futures. With it we can make harmony true.
引文
[1] 李德伟，人力资源绩效考核与薪酬激励[M]，北京：科学技术文献出版社，2006，10
[2] 杨红娟，西方文化与管理比较分析研究[D]，昆明理工大学，2002
[3] 席酉民，和谐管理理论的提出及其原理的新发展[J]，管理学报，2005，1
[4] 刘洪，薪酬管理[M]，北京：北京师范大学，2007，1，P3
[5] 斯蒂芬·P·罗宾斯；孙建敏，李原，等译，组织行为学[M]，北京：中国人民大学出版社，1997
[6] 余文钊，现代激励理论与应用[M]，沈阳：东北财经大学出版社，2006，10
[7] (美)约翰·杰克逊；罗伯特·马希斯；(中)赵曙明，人力资源管理[M]，北京：电子工业出版社，2005
[8] 陈思明，现代薪酬学[M]，上海：立信会计出版社，2004，P47
[9] 陈思明，现代薪酬学[M]，上海：立信会计出版社，2004，P48
[10] 陈思明，现代薪酬学[M]，上海：立信会计出版社，2004，P49
[11] 王通讯，人才学新论[M]，北京：蓝天出版社，2005
[12] 王长城等，薪酬案例诊断与推介[M]，北京：中国经济出版社，2003，P4
[13] 斯蒂芬·P·罗宾斯；孙建敏；李原译，组织行为学[M]，北京：中国人民大学出版社，1997
[14] 陆学艺，当代中国社会阶层研究报告，社会科学文献出版社[M]，2002，P152
[15] 何国玉，人力资源管理案例集[M]，北京：中国人民大学出版社，2004，12
[16] 余凯成；程文文；陈维政，人力资源管理[M]，北京：高等教育出版社，2002
[17] 陈维政；余凯成；黄培伦，组织行为学[M]，北京：高等教育出版社，2004
[18] 奚玉芹；金永红，企业薪酬与绩效管理体系设计[M]．北京，机械工业出版社，2004，
[19] 王长城，薪酬构架原理与技术[M]，北京：中国经济出版社，2003
[20] 谌新民；张帆，薪酬设计技巧[M]，广州：广东经济出版社，2002，1
[21] 谌新民；张帆，薪酬设计技巧——人力资源管理实战[M]，广州：广东经济出版社，2002
[22] 亚当·斯密，唐日松译，国民财富的性质和原因的研究[M]，北京：华夏出版社，2005
[23] 迈克尔·波特；陈小悦译，竞争战略[M]，北京：华夏出版社，2005
[24] 刘昕，薪酬管理[M]，北京：中国人民大学出版社，2002，11
[25] 托马斯·B，威尔逊；张敏；宋黎明；张慧云；等译，薪酬——以薪酬战略撬动企业变革[M]，北京：中国社会科学出版社，2004，3
[26] 乔治·T·米尔科维奇；杰里·M·纽曼；董克用等译，薪酬管理[M]，北京：中国人民大学出版社，2002，10
[27] 加里·德斯勒；刘昕；吴雯芳等译，人力资源管理[M]，北京：中国人民大学出版社，1999，6
[28] 约翰·特鲁普；胡零；刘智勇译，薪酬方案：如何制定员工激励机制[M]，上海：上海交通大学出版社，2002
[29] 诺伊等；刘昕译，人力资源管理：赢得竞争优势[M]，北京：中国人民大学出版社，2001
[30] 王玺；王博；白晓鸽等编，企业薪酬体系[M]，北京：中国纺织出版社，2004，3
[31] 托马斯·J·伯格曼／维达；古尔比纳斯；斯卡佩罗，薪酬决策[M]，北京：中信出版社，2004，5
[32] 张建国，薪酬体系设计——结构化设计方法[M]，北京：北京工业大学出版社，2003
[33] 刘军胜，薪酬管理实务手册[M]，北京：机械工业出版社，2003
[34] 李剑；叶向峰，员工考核与薪酬管理[M]，北京：企业管理出版社，2002
[35] 傅志明；汪秋磊，企业人力资源管理系统再造[M]，北京：经济管理出版社，2002
[36] 白光，人力资源与企业文化战略[M]，北京：中国经济出版社，2004
[37] Abelson, R. Companies turn to grades,and employees go to court, The New York Times, p. AL. 2001,3, 19
[38] Argyres, N., & McGahan, A.M., An interview with Michael Porter, Academy of Management Executive, 2002
[39] BarneyJ. B. Gainingandsustainingcompetitiveadvantage. Reading,MA:Addision-Wesley. Boyd, B.,&Salamin, A..Strategicrewardsystems:Acontingency model of pay system desion. StrategicManagementJournal, 2001, 22
[40]Carrpll. S, J.. Managenment by objectives:PThree decades of research and experience. In S. L, Ryces&G. T. Milkovich , Current issues in human resources managenmengt. Plsno, TX:Business Publications, 1986
[41]Case, J. The open bood experience. Reading, MA:Addison Wesley
[42]Coase, R. The new institutional wconormics. AER Papers and Proceedings, 1998
[43]HAMPER,b. Rivethead:Ta;es fron the assembly line . New Yprk:Warner Books, 1991
[44]Heneman, R. L. Meerit pay :Linking pay increases to pergormance ratings. New York:Addison Wesley, 1990
[45]Jaques, E. Equitable paymeng . New York:John Wiley, 1991
[46]Rwichheld, F. F. The loyalty effect.Boston:Harvaed Business School, 1996
[2] 杨红娟，西方文化与管理比较分析研究[D]，昆明理工大学，2002
[3] 席酉民，和谐管理理论的提出及其原理的新发展[J]，管理学报，2005，1
[4] 刘洪，薪酬管理[M]，北京：北京师范大学，2007，1，P3
[5] 斯蒂芬·P·罗宾斯；孙建敏，李原，等译，组织行为学[M]，北京：中国人民大学出版社，1997
[6] 余文钊，现代激励理论与应用[M]，沈阳：东北财经大学出版社，2006，10
[7] (美)约翰·杰克逊；罗伯特·马希斯；(中)赵曙明，人力资源管理[M]，北京：电子工业出版社，2005
[8] 陈思明，现代薪酬学[M]，上海：立信会计出版社，2004，P47
[9] 陈思明，现代薪酬学[M]，上海：立信会计出版社，2004，P48
[10] 陈思明，现代薪酬学[M]，上海：立信会计出版社，2004，P49
[11] 王通讯，人才学新论[M]，北京：蓝天出版社，2005
[12] 王长城等，薪酬案例诊断与推介[M]，北京：中国经济出版社，2003，P4
[13] 斯蒂芬·P·罗宾斯；孙建敏；李原译，组织行为学[M]，北京：中国人民大学出版社，1997
[14] 陆学艺，当代中国社会阶层研究报告，社会科学文献出版社[M]，2002，P152
[15] 何国玉，人力资源管理案例集[M]，北京：中国人民大学出版社，2004，12
[16] 余凯成；程文文；陈维政，人力资源管理[M]，北京：高等教育出版社，2002
[17] 陈维政；余凯成；黄培伦，组织行为学[M]，北京：高等教育出版社，2004
[18] 奚玉芹；金永红，企业薪酬与绩效管理体系设计[M]．北京，机械工业出版社，2004，
[19] 王长城，薪酬构架原理与技术[M]，北京：中国经济出版社，2003
[20] 谌新民；张帆，薪酬设计技巧[M]，广州：广东经济出版社，2002，1
[21] 谌新民；张帆，薪酬设计技巧——人力资源管理实战[M]，广州：广东经济出版社，2002
[22] 亚当·斯密，唐日松译，国民财富的性质和原因的研究[M]，北京：华夏出版社，2005
[23] 迈克尔·波特；陈小悦译，竞争战略[M]，北京：华夏出版社，2005
[24] 刘昕，薪酬管理[M]，北京：中国人民大学出版社，2002，11
[25] 托马斯·B，威尔逊；张敏；宋黎明；张慧云；等译，薪酬——以薪酬战略撬动企业变革[M]，北京：中国社会科学出版社，2004，3
[26] 乔治·T·米尔科维奇；杰里·M·纽曼；董克用等译，薪酬管理[M]，北京：中国人民大学出版社，2002，10
[27] 加里·德斯勒；刘昕；吴雯芳等译，人力资源管理[M]，北京：中国人民大学出版社，1999，6
[28] 约翰·特鲁普；胡零；刘智勇译，薪酬方案：如何制定员工激励机制[M]，上海：上海交通大学出版社，2002
[29] 诺伊等；刘昕译，人力资源管理：赢得竞争优势[M]，北京：中国人民大学出版社，2001
[30] 王玺；王博；白晓鸽等编，企业薪酬体系[M]，北京：中国纺织出版社，2004，3
[31] 托马斯·J·伯格曼／维达；古尔比纳斯；斯卡佩罗，薪酬决策[M]，北京：中信出版社，2004，5
[32] 张建国，薪酬体系设计——结构化设计方法[M]，北京：北京工业大学出版社，2003
[33] 刘军胜，薪酬管理实务手册[M]，北京：机械工业出版社，2003
[34] 李剑；叶向峰，员工考核与薪酬管理[M]，北京：企业管理出版社，2002
[35] 傅志明；汪秋磊，企业人力资源管理系统再造[M]，北京：经济管理出版社，2002
[36] 白光，人力资源与企业文化战略[M]，北京：中国经济出版社，2004
[37] Abelson, R. Companies turn to grades,and employees go to court, The New York Times, p. AL. 2001,3, 19
[38] Argyres, N., & McGahan, A.M., An interview with Michael Porter, Academy of Management Executive, 2002
[39] BarneyJ. B. Gainingandsustainingcompetitiveadvantage. Reading,MA:Addision-Wesley. Boyd, B.,&Salamin, A..Strategicrewardsystems:Acontingency model of pay system desion. StrategicManagementJournal, 2001, 22
[40]Carrpll. S, J.. Managenment by objectives:PThree decades of research and experience. In S. L, Ryces&G. T. Milkovich , Current issues in human resources managenmengt. Plsno, TX:Business Publications, 1986
[41]Case, J. The open bood experience. Reading, MA:Addison Wesley
[42]Coase, R. The new institutional wconormics. AER Papers and Proceedings, 1998
[43]HAMPER,b. Rivethead:Ta;es fron the assembly line . New Yprk:Warner Books, 1991
[44]Heneman, R. L. Meerit pay :Linking pay increases to pergormance ratings. New York:Addison Wesley, 1990
[45]Jaques, E. Equitable paymeng . New York:John Wiley, 1991
[46]Rwichheld, F. F. The loyalty effect.Boston:Harvaed Business School, 1996