本文選題：美的集團(tuán) + 股權(quán)激勵(lì)��； 參考：《哈爾濱商業(yè)大學(xué)》2017年碩士論文

【摘要】：隨著西方市場經(jīng)濟(jì)發(fā)達(dá)國家近幾十年的經(jīng)濟(jì)蓬勃發(fā)展,其間影響因素有許許多多。資源、地理位置、國際關(guān)系、管理制度、創(chuàng)新能力等都成為其發(fā)展的強(qiáng)大動力。企業(yè)良性快速發(fā)展在其中做出了非常突出的貢獻(xiàn)。企業(yè)發(fā)展離不開管理人員。中國的發(fā)展,最根本的途徑是依靠經(jīng)濟(jì)帶動發(fā)展,而經(jīng)濟(jì)的發(fā)展最主要依靠企業(yè)。新世紀(jì),在中國的各色企業(yè)中會面臨許多問題,其中亟待解決的三個(gè)難題是企業(yè)代理問題、人才的吸收和管理層權(quán)力的交接。目前,股權(quán)激勵(lì)制度在多家上市公司實(shí)施,對于促進(jìn)企業(yè)發(fā)展來說效果明顯,該激勵(lì)制度能否有效解決以上的問題,現(xiàn)有的理論研究并沒有給出充分的回答。此外,中國國情在全世界看來是比較特殊的,滯后性導(dǎo)致機(jī)制的引入相對較晚,短時(shí)間發(fā)展也不會很完全,不完整的發(fā)展也導(dǎo)致了不明顯的效果,因此近年來股權(quán)激勵(lì)對企業(yè)的影響在中國學(xué)術(shù)界的表現(xiàn)一直很熱,但他們的研究結(jié)論也不盡相同。股權(quán)激勵(lì)的效果在公司的財(cái)務(wù)數(shù)據(jù)上是有很明確的體現(xiàn)的,通過其對上市公司績效的影響,對大環(huán)境下股權(quán)激勵(lì)作出貢獻(xiàn),使股權(quán)激勵(lì)機(jī)制能夠積極地為中國上市公司服務(wù),為我國企業(yè)的發(fā)展做出貢獻(xiàn)。通過回顧國內(nèi)外股權(quán)激勵(lì)的學(xué)術(shù)研究,分析美的集團(tuán)推行的三期股權(quán)激勵(lì)方案,對美的集團(tuán)股權(quán)激勵(lì)方案及實(shí)施結(jié)果作出評價(jià),并從中得到啟示,為以后上市公司實(shí)行相關(guān)方案提供借鑒和經(jīng)驗(yàn)。具體研究方法包括文獻(xiàn)調(diào)查法、理論與實(shí)際相結(jié)合分析法以及定性與定量相結(jié)合,運(yùn)用數(shù)據(jù)總結(jié)的同時(shí)也對績效和股權(quán)激勵(lì)進(jìn)行了界定,介紹了本國相關(guān)股權(quán)激勵(lì)發(fā)展整個(gè)歷程以及日后還要改進(jìn)之處。在基礎(chǔ)理論之后闡述了具體的股權(quán)激勵(lì)方案,通過橫向和縱向的對比分析出股權(quán)激勵(lì)的作用,期間應(yīng)用了企業(yè)營運(yùn)能力、盈利能力、償債能力以及發(fā)展能力的分析,最后再應(yīng)用杜邦分析體系下的凈收益連環(huán)替代分析進(jìn)一步判斷企業(yè)綜合能力的變化情況。依照具體方案的實(shí)施進(jìn)行綜合評價(jià)找出值得其他公司借鑒之處和存在的不足,最后針對不足提出相應(yīng)的改進(jìn)措施,增強(qiáng)論文的可操作性。通過研究美的集團(tuán)實(shí)行股權(quán)激勵(lì)制度所產(chǎn)生的影響業(yè)績的程度,說明對于眾多上市公司來說實(shí)施股權(quán)激勵(lì)制度完全可以提升公司業(yè)績水平,但考核制度和實(shí)施的方案并不完善,同時(shí)激勵(lì)模式方面也需要更加多樣化的手段代替以往單一的激勵(lì)方式。在業(yè)績考核方面,設(shè)立多種指標(biāo)以全面考核各方面業(yè)績水平,以證明其有效性。
[Abstract]:With the rapid development of the western market economy developed countries in recent decades, there are many factors affecting it. Resources, geographical location, international relations, management system, innovative ability and so on have become the powerful power of its development. Good and rapid development of enterprises in which has made a very prominent contribution. Enterprise development can not be separated from management personnel. China's development, the most fundamental way is to rely on the development of the economy, and economic development is the most dependent on enterprises. In the new century, enterprises of all kinds in China will face many problems. Among them, the three problems that need to be solved urgently are the agency problem, the absorption of talents and the transfer of management power. At present, the implementation of equity incentive system in many listed companies, for the promotion of enterprise development effect is obvious, whether the incentive system can effectively solve the above problems, the existing theoretical research has not given a sufficient answer. In addition, the national conditions of China are quite special in the world. The introduction of the mechanism is relatively late, and the development in a short period of time is not very complete. The incomplete development also leads to less obvious effects. Therefore, in recent years, the impact of equity incentive on enterprises has been very hot in Chinese academia, but their research conclusions are different. The effect of equity incentive is clearly reflected in the financial data of the company. Through its impact on the performance of listed companies, it contributes to the equity incentive under the general environment, so that the equity incentive mechanism can actively serve the listed companies in China. To contribute to the development of enterprises in China. By reviewing the academic research on equity incentive at home and abroad, this paper analyzes the three stages of equity incentive scheme carried out by Midea, and evaluates the scheme and the implementation results of Midea's equity incentive, and draws inspiration from it. For the future listed companies to implement relevant programs to provide reference and experience. The specific research methods include literature survey, theoretical and practical analysis, qualitative and quantitative analysis, the use of data summary, but also the performance and equity incentives are defined. This paper introduces the whole process of the development of equity incentive in China and the improvement in the future. After the basic theory elaborated the specific equity incentive plan, through the horizontal and vertical contrast analysis of the role of equity incentive, during the application of the business operation ability, profitability, solvency and development capacity analysis, Finally, we use the net income chain substitution analysis under DuPont analysis system to judge the change of enterprise comprehensive ability. According to the implementation of the specific project comprehensive evaluation to find out that other companies to learn from the shortcomings and finally to put forward the corresponding improvement measures to enhance the operability of the paper. By studying the extent of the impact of Midea's equity incentive system on performance, it is shown that the implementation of equity incentive system can completely improve the performance of many listed companies, but the appraisal system and the implementation of the scheme are not perfect. At the same time, the incentive mode also needs a more diversified means to replace the previous single incentive mode. In the aspect of performance appraisal, a variety of indicators are set up to evaluate the performance level in all aspects to prove its validity.
【學(xué)位授予單位】：哈爾濱商業(yè)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F426.6;F272.92;F406.7

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