A Large State-owned Construction Enterprise Groups Internal Operators Incentive And Restraint Mechanisms To Improve Research

In the knowledge economy time, enterprise's competition is talented person's competition in the final analysis. But in all kinds of talented persons, the most important talented person is the operator, they play the pivotal role in the modern enterprises , directly relates the survival of enterprises. The state-owned enterprise reform is to establish a socialist market economy the central link, its goal is to establish the clear property rights, the powers and responsibilities is clear,separating government administration from enterprise management, the management science modern enterprise system, distribution system reform is one of state-owned enterprise reform core contents,establishes the enterprise operators' incentive and the restraint mechanism also is the activation state-owned enterprise vitality key. Therefore,the perfect incentive and restraint mechanism has the positive function to the state-owned enterprise's reform and the development.China's construction industry is always occupying the important propstatus in the national economy, along with the continuous deepening of state-owned enterprises, many state-owned construction enterprises have carried out the reform of the Group, already formed the link to the parent-subsidiary corporate structure. Under this kind of framework, because parent company's output value and the profit are created by the subsidiary company, Operating subsidiaries will have a direct bearing on the development of the entire company,and subsidiary operating performance is good or bad depends largely on the operator's level and ability level.Therefore, in order to standardize the management of the parent company to subsidiaries, and become a competitive enterprises, the main subject is: how to encourage operators of subsidiaries, and create a good incentive and restraint mechanisms, and give full play to the operator in charge of the initiative, For enterprises lay the foundation for sustained and healthy development.This paper selected a representative large state-owned construction enterprise group for the study, reviewed and summarized by operators of incentive and restraint theory, and combine the study's status quo, discuss the problems about incentive and restraint mechanisms of its operating subsidiaries,such as : Design and structure of the yearly salary system is irrational; incentive mechanism is single,inadquate,and short-term; The operator's selection and appointment is non-market; The operator's performance evaluation indicators are not comprehensive; The supervisory mechanism is not sound, etc.. And response to the above questions, is a large state-owned construction enterprise groups operating within the incentive and restraint mechanisms and measures are sound, that is designed to consider the annual salary enterprises of different industries pay level and the social enterprises pay levels; term incentive and the establishment of the spirit of long-term incentives and other incentives; competition for the operators to serve accountability, implemented the Balanced Scorecard, Economic Value Added, and other assessment methods.