Analysis Of Role Of Performance Incentive In State-owned Companies

The 21 st century is a time when the competition for talents is of great significance.The effectiveness of the distribution of talents and talent management are important for the core competition for enterprises.How to encourage staff's enthusiasm for work,to fully stimulate their potential,and to further equip them with the chance to grow and fulfill self-accomplishment,making the entrepreneurs and staff achieve a win-win situation,are questions concerned by both the enterprises and the employees.Since China's reform and opening up,many of state-owned enterprises have been faced with some negative conditions,including imbalance of wage structure,opacity in channel of promotion,and the unclearness of employee's developing directions.After stepping into the market economy,the state-owned enterprises have witnessed growing success.However,with the increasing integration with the world economy,plenty of problems have emerged for state-owned enterprises: there have been all kinds of corruptions,the performance management system turns to be of little use,and the performance stimulate system is relative out of date,etc.Such problems seriously restrict the healthy development for state-owned enterprises.China's large state-owned enterprises' significant impact on the whole country and society should not be ignored.since they are not only important for the country's economic development,but also represent the traditional culture and developmental mode for our country's enterprises.Therefore,provided with the current problems for our country's large state-owned enterprises,we need to make analysis with great cautiousness and comprehensiveness,to achieve updates and improvements constantly,in order to keep pace with the times,walk in its forefront,and to give good examples for our internal enterprises to follow.The first part of this paper introduced the research background and significance of the performance management system in many China's large state-owned enterprises.The second part examined and analyzed some theories,concepts,and literature systematically,which is also the theoretical bases for the present paper.The third part analyzed the status quo of the performance management system in large state-owned enterprises in detail,also its problems and uniqueness.The fourth part proposed the solution design,on particular related with the problems in the previous part.The fifth part is the conclusion for this paper,and also raised future research prospects.