| China From 1996 to become the world's largest steel-producing countries have been maintaining steel production first in the world. In China, although the steel big country, but not steel power. Overall performance of the extensive growth mode has not been fundamentally reversed, iron and steel enterprises in the concentration and specialization is lower, and technical equipment behind the science and technology content is not high, product and low added value, market risk tolerance, poor, and many small and medium steel companies faced more serious problems. Authors to disseminate questionnaire, the northern Shanxi, a small steel company (APP) management conducted a field survey, by recycling the questionnaire revealed that the company's employee incentive incompetent than the hardware problem is more serious, the performance of In the staff's overall education level is not high, lack of systematic training, theory scanty knowledge, practical skills are not standardized, many of them are not up to standard, unit production costs stayed high; enterprise itself incentive mechanism, a single model, Penalty many awards less incentive exists in name only; staff morale is low, the companies lack the confidence, muddle-minded people a large proportion.To address the above problems, by questionnaire data collected and analysis and appraisal, set up by the confidence, satisfaction, the total year-end bonus three factors constitute the economic management model to analyze the satisfaction of the total year-end bonuses to employees confidence in the effect of theoretically demonstrated staff confidence (morale) of the enterprise management of the important role and tries to effectively enhance staff confidence to promote the solution to the problem.How to improve employee confidence, this paper differentiated incentive measures and suggestions: line: Combining the staff working environment temperature is high, strength characteristics, changing the previous three shifts for the four classes down, wages and benefits should be in the whole plant top; second line: the secondary sector employees, every month for assessment, for the use of materials less work they complete a good staff to be extra incentive, and talented staff to be promoted; three lines: Staff (authorities) were higher training and education for the Lord, for creating a good environment for development, their wages incentives should be in first-and second-line between. For senior managers, as their human capital through stock options for ways to reward; for the management of post, technical post sales posts on the talents of outstanding contribution, as far as possible to meet their realize their own value requirement. Creating a good communication mechanism to create democracy in the good environment, heavy incentives, light punishment, the establishment of differential incentives to resolve the small and medium steel companies faced the fundamental problem is the purpose of this article. |
