本文選題：股權(quán)激勵(lì)　切入點(diǎn)：核心員工　出處：《安徽大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：現(xiàn)今企業(yè)發(fā)展的關(guān)鍵是人才。在人力資源競(jìng)爭(zhēng)日益白熱化的今天,如何有效地吸引人才、留住人才、讓人才在企業(yè)中發(fā)揮應(yīng)有的作用,已成為一個(gè)普遍性的問題。核心員工是企業(yè)人才的核心,在企業(yè)發(fā)展過程中有著更為重要的作用。因此,建立有效的核心員工激勵(lì)機(jī)制對(duì)于企業(yè)發(fā)展而言具有十分重要的意義。 本文的研究主要圍繞核心員工激勵(lì)機(jī)制展開,并結(jié)合了H公司人才激勵(lì)的實(shí)際需求。H公司是一家房地產(chǎn)開發(fā)公司,2002年改制為民營股份制公司。公司對(duì)包括職業(yè)經(jīng)理人在內(nèi)的核心員工實(shí)行了持股的股權(quán)激勵(lì)方式,但近些年存在的較大問題是中層以上員工流失嚴(yán)重。本文以H公司為案例,分析在對(duì)公司核心員工實(shí)施股權(quán)激勵(lì)過程中所面臨的問題以及現(xiàn)有股權(quán)激勵(lì)方案存在的不足,并對(duì)H公司核心員工進(jìn)行股權(quán)激勵(lì)方案的重新設(shè)計(jì)和研究。 本文的主要工作和貢獻(xiàn)如下： 1、分析了H公司的宏觀環(huán)境和企業(yè)內(nèi)部環(huán)境,論述了H公司加強(qiáng)企業(yè)的核心競(jìng)爭(zhēng)能力建設(shè)和企業(yè)激勵(lì)體制建設(shè),設(shè)計(jì)有效的核心員工激勵(lì)機(jī)制的必要性。 2、結(jié)合有關(guān)人才激勵(lì)理論,提出了H公司核心員工股權(quán)激勵(lì)的總體設(shè)計(jì)思路和方案,并就股權(quán)激勵(lì)方案的管理機(jī)構(gòu)、激勵(lì)范圍、股權(quán)認(rèn)購原則、股票來源和數(shù)量確定、認(rèn)購股份數(shù)實(shí)施方法、認(rèn)購和行權(quán)價(jià)格、行權(quán)方式與程序等進(jìn)行了具體設(shè)計(jì)。 3、分析了H公司核心員工激勵(lì)機(jī)制的實(shí)施難點(diǎn),在此基礎(chǔ)上給出了H公司核心員工股權(quán)激勵(lì)的實(shí)施建議。 本文的研究結(jié)合實(shí)際的公司需求,在一定程度上豐富了核心員工股權(quán)激勵(lì)機(jī)制的相關(guān)理論研究。本文設(shè)計(jì)了H公司核心員工的股權(quán)激勵(lì)方案,有助于進(jìn)一步提升公司的人力資源管理水平,對(duì)于其它相關(guān)企業(yè)也具有一定的參考價(jià)值。
[Abstract]:Nowadays, the key to the development of enterprises is talents. In today's increasingly fierce competition for human resources, how to effectively attract and retain talents and enable them to play their due role in the enterprise? Core staff is the core of enterprise talents and plays a more important role in the process of enterprise development. Therefore, it is of great significance to establish an effective incentive mechanism for enterprise development. The research of this paper mainly revolves around the incentive mechanism of core staff. Combined with the actual demand of talent incentive in H Company. H Company is a real estate development company. In 2002, the company changed its system into a private joint-stock company. However, in recent years, the problem is the serious loss of employees above the middle level. This paper takes H Company as a case to analyze the problems faced in the process of implementing equity incentive to the core employees of the company and the shortcomings of the existing equity incentive schemes. And to H company core staff carries on the stock right incentive plan redesign and the research. The main work and contributions of this paper are as follows:. 1. The macro environment and internal environment of H company are analyzed, and the necessity of strengthening the construction of core competition ability and incentive system of H company is discussed, and the effective incentive mechanism of core staff is designed. 2. Combining with the theory of talent incentive, this paper puts forward the overall design idea and scheme of equity incentive for core employees of H Company, and determines the management organization, incentive scope, equity subscription principle, stock source and quantity of equity incentive scheme. The methods of implementing the number of shares subscribed, the price of subscription and exercise of rights, the ways and procedures of exercise are designed in detail. 3. This paper analyzes the difficulties in the implementation of the incentive mechanism for the core employees of H Company, and puts forward some suggestions for the implementation of the equity incentive system for the core employees of H Company. The research of this paper combines with the actual company demand, to some extent enriches the related theoretical research of the core employee's equity incentive mechanism. This paper designs the equity incentive scheme of H company's core staff. It is helpful to further improve the level of human resources management, and also has certain reference value for other related enterprises.
【學(xué)位授予單位】：安徽大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.92

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本文編號(hào)：1589309