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论文编号：	14801
作者编号：	2320213742
上传时间：	2024/6/11 19:50:53
中文题目：	M公司高管激励优化研究
英文题目：	Research on incentive optimization of M company executives
指导老师：	张耀伟
中文关键字：	企业高管；激励机制；轻资产公司
英文关键字：	Corporate Executives;Incentive Mechanism;Light Asset Company
中文摘要：	企业高层管理者，通常指在公司中担任关键管理职位、负责企业运营管理、掌握企业核心机密的高级职员，是企业的核心决策者，负责为企业制定长远战略目标、管理企业的日常运作。他们不仅需要具备扎实的专业知识和优秀的管理能力，还必须具备前瞻性的战略思维和卓越的领导力，对企业的绩效和未来发展承担着关键责任。高管激励是指通过一系列激励机制，激发高管的工作热情和动力，提高其积极性和创新能力，使其行为符合公司的战略目标，从而推动公司的持续发展。高管激励机制涉及公司治理结构、管理层权力分配、公司业绩与薪酬管理等多个方面，是现代公司治理的重要组成部分，关系着企业的长远健康发展。 轻资产公司是指在运营中不需要大量固定资产投入的企业，通常理解是企业的无形资产在总资产中占比相对较大，包括企业品牌、专利技术、人力资源等优势资源，其核心竞争力和盈利能力不在于其有形资产，人才的价值是轻资产公司最宝贵的财富，高管则是人力资本中最重要的组成部分，因此有效的高管激励机制，是轻资产公司治理的核心内容之一。 本文以主营亲子文化服务的 A 股上市公司 M 为研究对象，其作为典型的轻资产公司，主要核心竞争力聚焦于高管及核心团队的专业能力、创新能力、管理能力和市场洞察力。M 公司通过并购重组的运作登陆 A 股市场后，接连遭遇“双减政策”、疫情影响以及我国新生儿出生率陡降等不利因素打击，公司面临亟需转型的挑战，原有的高管激励机制难以行之有效地满足公司治理的要求。通过探讨 M 公司高管激励机制的现状，结合国内外专家学者的研究理论，分析其存在的问题；借鉴国内外企业高管激励方面的先进经验，总结归纳 M 公司高管激励优化方面对策及建议，为相关企业在今后的高管治理方面提供参考，完善公司的治理结构，进一步激发高管的积极性和生产力，帮助公司在激烈的市场竞争中保持竞争优势。
英文摘要：	Top-level executives refer to senior staff who hold key management positions in the company,are responsible for enterprise operation and management,and possess the company's core secrets.They are the core decision-makers of the enterprise, responsible for formulating long-term strategic goals and managing daily operations. They not only need to possess solid professional knowledge and excellent management abilities,but also must have forward-looking strategic thinking and excellent leadership,and bear critical responsibilities for the ompany's performance and future development.Executive incentive refers to a eries of incentives and mechanisms to stimulate executives' enthusiasm and motivation,enhance their initiative and innovation ability,make their behaviors conform to the company's strategic goals,and thereby promote the company's sustainable development.The executive incentive mechanism involves multiple aspects such as corporate governance structure, management power, company performance,and compensation, which is an important component of modern corporate governance. Asset-light companies refer to enterprises that do not require significant investment in fixed assets during their operations.It is generally understood that their intangible assets account for a relatively large proportion of total assets,including advantages such as corporate brands, patented technologies, and human resources. Their core competitiveness and profitability do not lie in their tangible ssets,and the value of talent is the most precious asset of asset-light companies.Executives are the most important component of human capital. This article takes M,an A-share listed company mainly engaged in parent-child cultural services,as the research object.The company faces the challenge of urgent transformation,and the original executive incentive mechanism is difficult to effectively meet the requirements of corporate governance.By discussing the current status of M's executive incentive mechanism and combining research theories from domestic and foreign experts and scholars,this article analyzes its existing problems. Drawing on advanced experience in executive incentives from domestic and foreign enterprises,it summarizes countermeasures and suggestions for optimizing M's executive incentives,providing references for relevant enterprises in future executive governance,improving the company's governance structure,further stimulating executives' enthusiasm and productivity,and helping the company maintain a competitive advantage in the fierce market competition.
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