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论文编号：	3557
作者编号：	2220081087
上传时间：	2011/10/15 16:39:48
中文题目：	青岛一建集团激励机制研究
英文题目：	The Research on Incentive Mechanism of Qingdao No.1 Construction Group Co., Ltd
指导老师：	王全喜
中文关键字：	关键词：现代企业制度;激励机制;青岛一建集团
英文关键字：	Key words: Modern corporate system;Incentive mechanism;Qingdao No.1 Construction Group Co., Ltd
中文摘要：	中文摘要在现代企业中，人力资源管理越来越重要。怎样留住人，用好人，以增强企业的实力，提高企业的竞争力，推动社会全面发展具有极其重要的意义。留住人才,就在于能否建立了一整套适合于企业不同发展时期、不同阶段完善的激励管理体系，能否通过有效的激励机制建设和管理，调动全体员工的工作积极性，实现企业又好又快的发展。青岛一建集团是具有国家房屋建筑施工总承包一级资质的施工企业，主要从事房屋建筑总承包施工业务。回顾青岛一建集团近六十年的发展历程，虽然成长过程中取得了不少成绩，但由于受到历史条件、行业特点、管理模式、内部机制、人员素质等诸多因素的影响，集团公司在长期的发展过程中也面临着许许多多问题，形势十分严峻，如富余人员较多，企业负担较重，经济效益水平低下，职工观念陈旧，人才流失严重等等。在这诸多的因素中，以激励机制不完善尤为突出，激励机制不健全，导致责任主体不明，干好干坏、干多干少一个样，＂大锅饭＂现象严重。伴随着市场经济的深入发展，青岛地方建筑公司在国家和青岛市政府相关政策的指导下，勇于探索，大胆改革，积极实施企业改革，经过长达八年多时间的艰苦努力，终于在2006年7月完成了集团公司股份制改革，国有资产全部退出，企业成了一个的股份制公司――青岛一建集团有限公司。集团公司实现改制后，我们认为：企业改制只是体制上的转变，而实施现代企业制度能否成功的关键，就在于是否能留住人，留住人才，通过有效激励的建立和管理，充分调动企业全体股东和员工的工作积极性，推动企业的发展，实现企业的战略目标。本文从理论和实践两个方面，结合青岛一建集团实施现代公司制度改制前后两个时期，针对激励机制建设问题进行研究。分析了青岛一建集团改制前激励机制建设方面存在的主要问题；又综合运用规范研究等理论研究方法、结合案例，分析了在新的体制下，建立激励机制的总体思路、具体的应对策略、实施方案及所取得的效果；并就进一步完善激励管理体系，保持企业持续健康发展，提出了对策建议。本文共分六章，第一章是绪论，介绍了本文的选题背景、研究意义、研究方法和篇章结构等；第二章阐述了企业管理中的激励机制概述，包括激励、激励机制的概念及内容，激励机制的重要性等；第三章回顾了青岛一建集团改制前激励机制方面的基本情况，对激励机制建设方面存在的主要问题、问题的症结做了分析；第四章阐述了青岛一建集团改制后激励机制的整体思路、改制后激励机制的效果及存在的问题进行分析；第五章对进一步完善青岛一建集团的激励机制进行思考并提出建议；第六章是结论。
英文摘要：	Abstract In modern enterprises, human resources management is more and more important. In order to enhance strength of enterprises, improve its competitiveness, thus promote overall development of society, it is very essential to retain talent and make full use of it. How to retain talents? It depends whether we can establish a perfect incentive management during different period and stage in the development of an enterprises. By contributing and managing an effective incentive mechanism, enterprises can mobilize the enthusiasm of all staff to achieve sound and rapid development. Qingdao No.1 Construction Group Co., Ltd is a national construction enterprise of qualified housing construction general contracting, mainly engaged in housing construction general contracting construction business. Reviewed its development process of the past six decades, though many achievements were achieved, due to historical conditions, industry characteristics, management mode, internal mechanisms, quality of personnel, and many other factors, the Group faced many problems in the long development, the situation is serious: more redundant personnel, heavy burden on enterprises, the low level of economic efficiency, the old concept of workers, a serious brain drain, etc. Among the factors, the imperfect incentive mechanism is particularly serious.incentive mechanism is not perfect, which leads to a unknown main responsibility, it doesn’t matter whether u did the job well, or how much work u did, which called "iron rice bowl" phenomenon. With the further development of the market economy, under the guidance of relevant policies of the State and also of Municipal Government, Qingdao local construction companies dare to explore, bold reform, and actively implement enterprise reform, after 8-year-hardwork, finally completed the Group shareholding reform in July, 2011. All out of state-owned assets makes the enterprise became a joint-stock company - Qingdao No.1 Construction Group Co., Ltd. After restructuring the company, we believe that: enterprise restructure is only an institutional change; the key point to make a success on the implementation of modern enterprise system is to retain talent: through the establishment and management of effective incentives for all shareholders and fully mobilize the enthusiasm of the staff to promote enterprise development, in this way, to achieve corporate strategic goals. This article makes a combination of both theory and demonstration, taking the implementation of a modern corporate system in the two periods before and after restructuring of Qingdao Construction Group for example, aimed on a research of incentive mechanism. Analysis the main problems before the restructure of incentive mechanism; by integrated use of standardized research and theoretical approaches with case, analysis the result of the general idea of the incentive mechanism, specific coping strategies, implementation plans under the new system; and gave some suggestions to improve the further incentive management system and maintain the sustained and healthy development of enterprises. This article is divided into four chapters, the first chapter described the content of the concept of the incentive, incentive mechanism in enterprise management incentives outlined, the importance of incentives, etc. The second chapter reviewed the basic situation before the restructuring of incentives of Qingdao No.1 Construction Group, analysis the main problems exists in the incentive mechanism; the third chapter described the whole idea of incentive mechanism after the restructuring, and analysis the effects and the problems after the reform of incentive mechanism; Chapter IV discussed and made recommendations for a further improvement of the incentive mechanism of Qingdao No.1 Construction Group Co., Ltd.
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