The Research On The Problems And Countermeasures Of WZ Group’s Core Employee Equity Incentive Scheme

As early as the 1950s,the United States began to implement stock incentives.After equity incentive was adopted by most enterprises,it promoted the improvement of performance and competitiveness.At the same time,as a long-term incentive method,it tied the interests of employees and enterprises,thus greatly enhancing the enthusiasm of employees and maximizing the interests of shareholders.At present,under the background of the mixed ownership reform of state-owned enterprises,equity incentive for employees of state-owned enterprises is an important direction of the reform of state-owned enterprises.In recent years,with the help of relevant policies,equity incentive has been widely used in the mixed reform of state-owned enterprises.It can not only optimize the equity structure,but also mobilize the enthusiasm of employees and enhance the market competitiveness of state-owned enterprises.However,due to the limitation of conditions,there are relatively few state-owned enterprises that can implement stock incentive,and few can achieve the expected incentive effect after the implementation of stock incentive.This article collects and studies relevant theories and practical case studies on equity incentives both domestically and internationally,using equity incentives as a starting point.It selects the entire implementation process of the core employee equity incentive plan in the mixed ownership reform of WZ Group as a research case.Firstly,it introduces the overview of WZ Group,analyzes its reasons for implementing equity incentives,and reviews the implementation process of the equity incentive plan,By analyzing the implementation status of equity incentive plans from two aspects:financial indicators and non-financial indicators,we conducted satisfaction analysis on 228 incentive targets and conducted data analysis;Then,based on the current situation analysis,it is pointed out that there are problems in the equity incentive plan,such as fixed exercise prices,lack of performance evaluation,information opacity,single mode and insufficient reservation.The main reasons for these problems are analyzed from two perspectives:the internal governance structure of the enterprise and the external market environment;Once again,based on the actual situation of the current enterprise and the needs of the incentivized objects,propose an optimization plan for the next stage of equity incentives,clarify the optimization objectives and principles,and provide optimization plan content on incentive objects,exercise prices,exercise conditions,and advance and retreat mechanisms;Finally,three safeguard measures,namely cultural guidance,institutional protection,and transparent operation,are proposed to safeguard the implementation of equity incentives and ensure that they achieve the expected results.It is hoped that the research in this article can provide reference for other state-owned enterprises to implement equity incentives,making their equity incentive plans more reasonable and operable,and playing a better incentive effect to accelerate the implementation of equity incentives in state-owned enterprises.