实行国有企业经营者年薪制的思考

Reflections on the Yearly-salary System for SOE Managers

经营者年薪制作为激励制度 ,主要包括三个方面的内容 :报酬结构的设计、报酬数量规模和最优数量的确定、报酬业绩基础及其经营者行为优化。国有企业实施经营者年薪制必须承认经营者的特殊职业地位 ,必须对企业实施建立现代企业制度的改造 ,必须改革企业经营者任用制度 ,必须建立和完善经营者考核和评价制度。在实施国有企业经营者年薪制的过程中 ,必须正确界定年薪确定主体 ,必须恰当处理年薪制和企业职工收入的关系 ,年薪制和企业领导班子成员的关系 ,年薪制和经营者职务消费的关系 ,年薪制与其他激励制度的关系。

The yearly-salary system,being an incentive system for managers,consists of three main parts: designing the structure;deciding the payscale and its hingest amount; and determining the basically reqaired performance of mangers and their optimum behavior. To implement the system it is necessary to acknowledge managers' special status,to establish modern enterprise system,to reform the system of appointing managers,to set up and perfect the system of checking and evaluating managers' performance. In implementing the system,we must define the subject of yearly-salary ,and properhy handle the relationships between the system and the staff's income, other leading members, managers' job expenses and other incentive measures within enterprises.