Research On Motivation Mechanism Of The Low-and-Middle Managers Of Private Enterprises In Northeast China

With the development of the reform and opening, the private enterprises began to appear in China and Northeast China's private enterprises have been developed rapidly since the 1980s. Private enterprise is playing an increasingly important role in socio-economy development and economic restructuring by a flexible operation mechanism. However, the Northeast region has low degree of marketization due to historical reasons of a great number of the state-owned economy for a long time, so private economy has developed slowly and there are few t competitive private enterprises. After joining in WTO, the international corporations are entering in China; northeastern private enterprises which grew up in a relatively closed market environment have new challenges. Private enterprises have entered a new stage of the competition. Actually enterprises competition is the competition of the overall quality of the human resources. Private enterprise managers are the backbone of private enterprise. They rally the dynamic private enterprises and their working effectiveness is directly related to the development of private enterprise. According to incentive theories, the motivations of people's behaviors are meet their strong demands which are satisfied can make people work hard. Knowing their needs can encourage and keep the managers. It is directly related to whether the enterprise is competitive or not. It is the core problem the human resources manager of every enterprise must confront.This paper is divided into six parts. The first part describes the significance of the selected theme, paper structure and research methods. The second part is aimed at the defining and analysis of the main concepts, including incentive and restrictive meaning, the incentive and restraint mechanisms and the main contents of the Northeast private enterprises and the implementation of management concepts. The third part mainly reviews the incentive theories. From the different focus of incentive, motivation is divided into two categories including main motivation theory and the success motivation theory. the main motivation theory includes Maslow's theory of demand, two-factor theory, ERG theory and the theory of encouraging achievements, and the success motivation theory includes the process of motivation theory and the theory of unfair expectations theory. The fourth part mainly analyses the motivation status of the low-and-middle managers of Northeast private enterprise based on the collection of data and relevant literature information. Status mainly covers about four aspects: firstly, graduates drain with high rate; Secondly, Northeast private enterprise mobility ratio unreasonable and rather higher than the normal staff turnover; thirdly, managers of private enterprises have strong provisional working emotions. Fourthly, the quality and knowledge structure of overall low-and-middle managers of is irrational.With the above analysis of the status, this paper further identifies the existing problems and shortcomings of the manager's motivation mechanism of Northeast private enterprises. the core of which is: first of all private enterprises copying large enterprise incentive model; next, private enterprises understand the mechanism is from one side and enterprise fails to incent and re-use; then, the enterprise incentive system is not standardized; finally, the mechanism is lacking of scientific performance appraisal system and communication system. The fifth part puts forward to a motivation mechanism model on low-and-middle managers in private enterprises of northeastern region by using some methods of the major theoretical and empirical study, then states and specifically analyses the every component of the operating mechanism. First, analyzing managers'demand as the incentive starting point the model, followed by a detailed explanation of how to implement managers'material incentives, then put forward a proposal to establish and improve the incentive and restraint mechanisms for the performance appraisal system and communication feedback system. Stressed that the incentive and restraint mechanisms, we must pay attention to the principle of equity. Part sixth is the conclusion. In the text of the summary on the basis of private enterprises in the northeast incentive mechanism still needs further research to explore the issue. Firstly, according to the situation of private enterprises in northeastern region, many small-scale enterprises are surviving on the brink of death, or are the start-up stage. They have no capacity and conditions to establish and implement a set of incentive mechanism and how to carry out their incentive mechanism is an important problem. Secondly, they have just started or small-scale enterprises which enterprise owner incents managers by their own. Entrepreneur's personal charisma and leadership decides the survival and development issues. Therefore we need to further coordinate the relations of enterprise owners and incentive mechanism.In short, the incentive mechanism of private enterprise in northeast region should be a long process and how to set up enterprise incentive mechanism is a very important issue. At present, there are some worthy of studying on the low-and-middle managers motivation of private enterprise, but we think copy cannot be meaningful. Every enterprise has its own unique internal and external environment, Northeast private enterprise can only establish a scientific and reasonable incentive mechanism based on the characteristics of the enterprises themselves and the actual situation, make full use of the existing theoretical and practical experience, can truly play its role, thus promoting the development of enterprises.