China's State-owned Enterprise Managers Incentives To Study

Considering the important and the recent theoretical research in the state-owned enterprise's structure reform, it is obviously that the state-owned enterprises always act as the mainstays of national domestic economy, this not only because of its symbolic significance, but also because its prominent effect in economic developments and profound influences in social changes. Though the structure reform of state-owned enterprises in China which undergoes nearly thirty years has solved the problem about ineffective operation step by step, we still need to face a new puzzle of Executive and Restriction System between the owners and managers in the state-owned enterprises.At present the reform of state-owned enterprises is on the important stage of economical development. And building the mechanism of incentive is the core of the assignment. Therefore we should build and improve the mechanism of incentive according to principles of market economy to cultivating highly qualified entrepreneurs to mark contributions to the reform and development of state-owned enterprises.At present the deficiency of incentive exists, so we need set up a more effective mechanism of incentive. As to the entrepreneurs in state-owned enterprises, this paper offers some advice on establishing the mechanism of incentive, which is base on the theoretical research of the learners at home and abroad and by the analysis of the present situation of state-owned enterprises, comparing American mechanism of restriction and incentive with Japan.Chapter Three investigates some typical cases, and provides the support of experience for the theoretical structure of Chapter Four by analyzing these cases. Chapter Four designs the mechanism of incentive for the entrepreneurs in state-owned enterprises. This chapter analyzes it from material and spirit incentive. And material incentive deals with not only short-time effect of incentive-the salary system by year, position consumption and income division system, but also long-time incentive for them, stock options, BMO(management buy out),options, pension. In the designment of spirit stimulation, this chapter mainly investigates goal stimulation, autonomy and risk decision stimulation, reputation stimulation and knowledge stimulation. Chapter Five offers some effective advice on the basis of the conclusion of the preceding four chapters and tries to give the entrepreneurs in state-owned enterprises some effective advice: the salary system by year should involve short-time as well as long-time incentive, and the structure of pluralistic reward.