Study On Key Staff Motivation In The Changjiang Design Institute

After China entered the WTO, with the further opening of design and consulting market, the Changjiang Design Institute with the design and consulting of water resources and hydropower project as its major business is facing the sharp competition in terms of market, service and technology. How to keep the existing competent persons and introduce talented persons from the society and respond to the keen competition of competent persons in consulting market is an urgent challenge that the Institute must face. In order to make the Institute in an invincible position in this competition, the key is to change the idea as quick as possible, set up a people-oriented concept, focus on the development and management of human resources in the Institute, provide an open, scientific, effective and healthy environment for the selection, motivation and growing-up of key staffs in the Institute, and converse the human resources advantage into the competitive advantage, thereby realizing the sustainable and healthy development of the Institute. According to the characteristics of a design and consulting enterprise and project management's special features of the Institute, a model of defining the key competent persons is put forward in the paper, namely dividing the structural hierarchy of key staff into three levels of excellent project director, professional leader and excellent technician. An analysis of the current situation of key staff motivation in the Institute shows that While the key staff motivation of the Institute has some characteristics of modern enterprise motivation, e.g. beginning to emphasize the motivation of key staffs, paying attention to the openness and transparentization of motivation manner, and encouraging the staff according to his performance and responsibility, there still exists some problems occurred in some state-owned enterprises commonly, including motivation insufficiency and equalitarianism tendency, emphasizing the external and short-term motivation, ignoring the internal and insufficient long-term motivation etc. On the basis of investigating and analyzing the above-mentioned issues and in the light of the relevant motivation theory and the actual conditions of the Institute, the author proposes the concept and corrective measures that emphasizing the internal motivation (i.e. enterprise culture motivation) with the long-term motivation (i.e. stock equity motivation) is combined.