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激励是指激发人的行为的心理过程。在企业管理中 ,激励可以理解为企业通过创设满足企业人员各种需要的条件 ,激发企业人员的各种潜能及努力动机 ,使之产生实现组织目标的特定行为的过程。常用的激励模式有物质激励、精神激励、情感激励等。在管理激励的实践中 ,企业组织是一种层次性结构 ,激励往往是上层对下层的一种职责 ,因此 ,必须使前者具有对后者激励的积极性。在建立完善的激励机制中必须解决对高层管理人员的激励机制。由于现代企业制度的建立 ,可以通过股票期权、股票购买权、业绩股份等激励措施 ,使高层管理人员认同企业的价值趋向 ,促使高层管理人员把企业的目标作为自身的内在利益追求 ,真正充分发挥高层管理人员的作用 ,实现企业利益最大化。随着知识经济时代的来临 ,人的因素在企业发展中将起到关键的作用 ,一个完善的、系统的激励机制将是企业实现不断发展的重要保证 相似文献
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知识经济时代,企业高层会计管理人员自身素质在企业经营管理发展过程中起着至关重要的作用。这意味着现代企业的发展有赖于内部高层会计管理人员能力的良好发挥,在此基础上,企业应致力于更高素质的高层会计管理人员的培养,从具体有效的措施入手,培养出推动企业发展的高层会计管理人员。 相似文献
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国有企业高层管理人员激励与企业绩效实证研究 总被引:10,自引:0,他引:10
在回顾国内高层管理人员激励与企业绩效实证研究的基础上,以2002年1月1日前在上海证券交易所上市只发行A股的344家国有和国有控股上市公司为样本,考虑不同的企业规模、所在地区、所属行业、资产负债率,先采用描述性方法考察了高层管理人员激励现状,然后利用线性回归模型检验了高层管理人员激励与企业绩效之间的关系,以期弄清楚对高层管理人员激励的有效性,并提出了国有企业高层管理人员薪酬激励建议。 相似文献
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分析银行案件的原因,一言概之,一是缺乏对高层管理人员权力的有效内外部监督.缺乏对高层管理人员的科学考核和选拔;二是商业银行内部对于银行基层管理的严重松懈和不到位。 相似文献
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文章从REMM人性假说角度出发,对高层管理者激励机制与公司治理的关系进行研究分析。在对高层管理者"人性"的剖析中,得出高层管理者是不折不扣的REM人。人们专注于一种有效办法,即高层管理人员的激励机制,并通过它来完善公司的治理结构。以此为出发点,对西方国家高管激励方式进行分析,得出复合薪酬激励机制(包括经理持股、期权、长期激励及其他组成),一定程度地满足了高层管理者(广义)价值的最大化,同时也满足了股东财富的最大化。同时,与我国上市公司高管激励机制进行比较,其结果是我国上市公司需要采取合理的措施,如复合薪酬激励机制来改进公司治理。 相似文献
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在分析企业公共关系危机管理必要性和重要性的基础上,文章重点论述了企业公共关系危机管理流程,包括预警、处理和总结借鉴。公共关系危机管理将帮助企业将面临的降到最低,并在危机管理中发掘危机中蕴涵的"商机",化企业危机事件为转机的机会。 相似文献
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“我们迫切需要人才,尤其需要具有丰富经验的高层管理人员!”许多在华工作的跨国公司的老板们这样呼吁。特别是在这些公司将员工本地化作为公司的战略目标之一时,对一流企业管理人员的渴求就变得更为迫切。人才,对于这些公司来说,已经成为投资能否成功的重要步骤。在这 相似文献
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基于自我决定和交互决定论,研究探讨体面劳动与员工拖延行为的关系.采用289名公司员工及其直接领导的问卷调查进行分析.结果表明:体面劳动对员工拖延行为存在正向影响;工作自主性在体面劳动与员工拖延行为之间起到中介作用;福利满意度负向调节了工作自主性的中介效应.该研究有助于管理者在人力资源管理实践中,根据员工的差异来设置不同的福利和工作目标,发挥工作本身和工作环境对员工的激励作用,抑制体面劳动和工作自主性的滥用. 相似文献
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We study labor unions, an important stakeholder group that has not been a focus of the earnings smoothing literature. We posit that managers strike a balance between sheltering resources from employees’ profit sharing demands and catering to employees’ aversion to downside risk by smoothing earnings. We then hypothesize that a strong labor union would intensify managerial incentives to smooth earnings. Consistent with our hypothesis, we find that union strength is positively associated with earnings smoothing activities through management of both accruals and R&D expenditures. 相似文献
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Xiaoling Fan Hongjun Zhang 《美中经济评论(英文版)》2006,5(5):62-65
Guilin Jiqi is a pharmaceutical company listed on Shenzhen Stock Exchange in 1997. Possible motives for her accounting fraud in 2000 are thoroughly analyzed. Guilin Jiqi made up the accounting profit in the semi-annual report. Interestingly, the employee shares of Guilin Jiqi began to be tradable from June. After rejecting other possibilities, we find that this accounting fraud is possibly intended to help her employees, except top managers, to sell their shares at a huge profit. 相似文献
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员工对企业的忠诚度是企业管理好坏的重要指标,也是关系到企业能否获得持续发展的大事。本文通过对新疆农业企业部分员工的调查问卷,提出高忠诚度特征包括:员工基本素质、企业认同、爱岗敬业、机会成本、情感依附等五个主要影响因素。通过对相关文献的梳理,构建了员工高忠诚度的主要特征与员工信任、员工满意和员工承诺之间的传导关系。 相似文献
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Cyrielle Auffray 《Journal of Chinese Economic and Business Studies》2013,11(4):285-310
This paper considers the case of managerial knowledge spillovers from Chinese FDI in Africa, in the context of the Ghanaian construction sector. Using empirical data from in-depth qualitative interviews, the paper first identifies key channels and determinants of managerial knowledge spillovers. Limited local employment at the managerial level in Chinese construction firms is the main impediment to managerial knowledge spillovers from these firms. Cultural and linguistic barriers can explain this situation. Localisation strategies, defined as the progressive replacement of Chinese managers by local ones, can help overcome these barriers and foster managerial knowledge spillovers. 相似文献
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当前,世界经济已进入创新密集和产业变革时代。党的十八届三中全会明确提出强化企业在技术创新中的主体地位。企业的发展依赖于高素质青年人才的快速成长。深化青年员工创新创效活动,提高青年人才队伍的创新创效能力,对企业提升自主创新能力,推动企业科学发展具有深远的现实意义。 相似文献
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采用经济人假设理论和心理学中成就动机模型对经理的管理防御动机进行分析发现:成就动机中避免失败的倾向使经理具有职位固守的动机,人性假设中的自利性使经理具有追求自身价值最大化的动机;经理同时具有追求成功和避免失败的成就动机倾向,在追求成功倾向较强的情况下经理会以企业价值最大化为目标进行经营决策,在避免失败倾向较强的情况下经理会出现以职位固守和自身价值最大化为目标的管理防御行为;经理主观认为的固守职位成功的可能性为0.5时经理的管理防御内在动机最强。 相似文献
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This study investigates whether task interdependence in teams alters the effectiveness of managerial discretion in motivating team performance. Teams are particularly useful when employees' tasks are interdependent—that is, when the degree to which the increase in team performance resulting from a team member's effort depends on the effort and skills of the other team members. The reason is that the more interdependent tasks are, the more employees need to coordinate their actions and help one another to achieve their objectives. Prior research analyzing settings where task interdependence is absent suggests that providing managers with discretion over team bonus allocation can improve team performance relative to equal team bonus allocations because it strengthens the link between contributions to team output and rewards. Economic theory suggests that managerial discretion will also improve team performance when task interdependence is present and information is efficiently used. However, we use behavioral theory to predict that managerial discretion is less effective in the presence of task interdependence, because managers do not fully incorporate all relevant information into bonus decisions and because managerial discretion hurts coordination and helping, which is particularly problematic under task interdependence. We find that while discretion over compensation has a positive effect on team performance relative to equal bonus allocation when task interdependence is absent, it has a negative effect when task interdependence is present. Additional analyses provide support for our underlying theory. Results of our study contribute to both theory and practice by suggesting that, ironically, managerial discretion may be most useful when the potential benefits of employing teams are lowest and least useful when the potential benefits are highest. Our results help explain why firms often grant managers only partial or no discretion over team members' compensation. 相似文献
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This article investigates whether supervisors can significantly enhance their subordinates' performance using a five‐waves panel dataset from a medium‐sized Japanese firm comprising around 400 employees. The dataset includes all regular non‐managerial employees working in one manufacturing company. About 40 supervisors were matched to their subordinates, and the evaluation outcomes were used to evaluate the worker performance. The results showed that supervisor effects were heterogeneous, displayed a one‐year lag, and lasted for two years. We proved the existence of the supervisor effect on current performance, by using current supervisor dummies or past supervisor dummies. Irrespective of the supervisor being switched, the effect of the past supervisor on workers’ current performance continues to exist. It was also found that these effects remained significant, even when workers were assigned new/different supervisors. 相似文献