近年来，在企业面临VUCA的商业环境下，人才的管理愈发成为企业的核心竞争力。人力资源管理在企业全面管理的协同过程中起到提升运营效率的关键作用。如何对企业人才有效激励从而使企业人员的工作效能最大化，成为人力资源管理研究中的核心问题。激励理论研究包含内容激励、过程激励理论等类别，而其中内容激励又可根据人的需求分为物质激励和精神激励两大方面。人力资源管理则揉合了激励中内容激励与过程激励的核心内容，通过绩效管理、薪酬管理实现企业人员激励的最大化。需要注意的是，激励方式需要配合市场和企业阶段的变化而变化。本文以X公司人员激励问题为研究主题，对不同阶段下企业制定的激励方案进行研究。首先分析出因历史原因制定的激励制度在当下运用过程的问题，例如高基本薪酬、高福利待遇可吸引大量人才的入职，但因为其作为固定报酬与企业业绩的脱钩导致的不可持续性问题。而在企业业绩下滑时，下调的薪酬会成为保健因素致使员工的不满，更可能导致员工产能下降、离职率升高等情况。同时，高固定报酬与个人业绩的脱钩，也会导致企业中存在高薪员工“吃大锅饭”的现象出现。本文通过建立有效的绩效管理体系、优化薪酬管理体系的方式，解决本文所分析出的X公司人员激励问题。优化方案包括绩效管理体系的建立、提高浮动薪酬的比例、基本薪酬的差异化设计、改变薪酬支出方式、尝试将福利与组织绩效挂钩、提高非经济报酬六个方面，以达到帮助企业搭建员工付出、员工收入与个人绩效、组织绩效之间的有效关联性的目的，从而最大化提高员工的积极主动性与工作有效性。本文通过文献研究、案例研究、问卷调查等方法，梳理X公司不同阶段激励措施的差别及有效性，分析出企业面对变化时激励方式可能带来的问题，并研究出更适用的激励方法，以期给予同行企业有效的参考。
Currently, under the business environment of VUCA faced by enterprises, talent management has become an increasing core competitiveness of knowledge-intensive enterprises. Human resource management plays a critical role in improving operating efficiency in the collaborative process of enterprise management. How to effectively motivate employees to maximize their working effectiveness in enterprises has become a core issue in researches of human resource management.Motivation theory includes several categories, such as content theory of motivation, process theory of motivation and others, among which content motivation can be divided into two aspects - material motivation and spiritual motivation based on human needs. Moreover, the core elements of content motivation and process motivation are integrated in human resource management so that the motivation of enterprise personnel can be maximized by performance management and compensation management. It should be noted that the motivation method should be changed with the market and the different stages of enterprises.This study focused on the personnel incentive problem of Enterprise X, and the incentive programs developed by the enterprise in different stages. Firstly, the problems of the incentive system developed for historical reasons in the current applying process were analyzed. For example, the high basic salary and welfare can attract numerous talents to enter the enterprises. However, the non-sustainability problem can be caused by the decoupling of the fixed compensation and the performance of the enterprises. When the performance of enterprises decline, the downward salary adjustment would become a hygienic factor leading to employee dissatisfaction. Moreover, a decrease in employee productivity and a higher turnover rate could be further caused. Meanwhile, the decoupling of high fixed compensation and individual performance will also contribute to the phenomenon of "Egalitarian practice of everybody eating form the same big pot" for high-payment employees in the enterprise.The incentive problems analyzed in the paper can be solved by establishing an effective performance management system and by optimizing the compensation management system. The optimization of the whole incentive system include six aspects which are the establishment of performance management, proportion increase of the floating salary, adjustment of basic salary, change of the way of payment, establishment of correlation between welfare and performance, increase of non-financial compensation. These measures could help enterprises to establish an effective correlation among contribution and income of employees as well as personal and organizational performance. Therefore, the motivation and work effectiveness of employees can be maximized.This study used literature review, case study and questionnaire survey to explore the differences and effectiveness of incentive measures of Enterprise X in different stages. Furthermore, the problems that may be brought by the incentive methods in the face of changes in the enterprises were analyzed to figure out more applicable incentive methods, which intends to provide an effective reference to peer enterprises.
