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一、国有企业经营者薪酬制度的现状长期以来,国有企业经营者大多实行的是以基本工资、年度奖金为主体的薪酬制度,其激励手段主要是行政晋职及相应的计划提薪。改革开放后,国有企业先后实行了承包制、工效挂钩等激励措施,并进行了年薪制试点。但到目前为止,国有企业的基本薪酬体系仍是行政主导型的,企业工资总额(含工资基数和上升比例)仍由政府审定,仍未建立起与市场经济体制相适应的有效经营者薪酬制度,其突出问题表现在:1.经营者收入普遍偏低,不能反映人力资本价值,不利于调动其经营积极性。据复旦大学《企业家工作性质》研究课题组在1999年11月——2000年2月对几百家企业进行问卷调查,国有企业经营者收人在5万元以下的占95%以上,认为收入与贡献不符的占70%以上。
I. Status Quo of State-owned Enterprise Operators' Remuneration System For a long time, state-owned enterprise managers mostly implemented the remuneration system based on basic salary and annual bonuses. The incentive measures are mainly executive promotion and the corresponding planned salary increase. After the reform and opening up, the state-owned enterprises successively implemented such incentive measures as the contract system and the work efficiency-linked system, and conducted annual salary pilot projects. However, so far, the basic remuneration system of state-owned enterprises is still administratively dominated. The total amount of wages (including the wage base and the rate of increase) in enterprises is still subject to the approval of the government and an effective remuneration system for the remuneration system for the market economy has not yet been established , The outstanding problems are as follows: 1. Generally low income of managers can not reflect the value of human capital, which is not conducive to mobilizing their enthusiasm for business. According to the research group of “Nature of Entrepreneurs” of Fudan University, from November 1999 to February 2000, hundreds of enterprises were surveyed, and the income of state-owned enterprise managers below 95,000 yuan accounted for more than 95% Income and contribution do not match accounted for more than 70%.