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从2015年起国家进一步加强了对国有企业负责人薪酬限制,扩大了限薪令的范围,国企从此进入了“限薪”的整体大环境。在“限薪”环境下,如何提高员工的满意度和工作效率,是国有企业在绩效考核工作必须面对的问题。一方面,由于传统国有企业深厚的历史背景,在业绩考核和激励机制的实际运用上僵化,效率低下;另一方面,由于近年来国有企业的薪酬整体水平限制,物质化手段激励更加难以运用。本文尝试使用非货币化激励,通过关系型正强化、工作性正强化以及引导性正强化等方式,对国有企业绩效有效性提高进行探索。
Since 2015, the state has further strengthened the remuneration restrictions on heads of state-owned enterprises and expanded the scope of the salary limit order. State-owned enterprises have since entered the overall environment of “limited salary”. Under the circumstance of “salary limit ”, how to improve staff’s satisfaction and work efficiency is the problem that state-owned enterprises must face in the performance appraisal work. On the one hand, due to the profound historical background of traditional state-owned enterprises, the actual application of performance appraisal and incentive mechanism is rigid and inefficient; on the other hand, due to the overall level of remuneration of state-owned enterprises in recent years, materialized incentives are more difficult to be applied. This paper attempts to use non-monetary incentives to explore ways to improve the effectiveness of state-owned enterprises through positive positive relations, positive work-related positive guidance and positive guidance.