摘要
摘
要
2015年开始，国务院、工信部、交通运输厅等部门发布一系列政策来指导和规范国
内智能网联汽车欧亿·体育（中国）有限公司的发展，聚焦网联化和智能化发展，对技术创新和整体研发提出创
新发展的要求。2020年 11月，国家智能网联创新中心在 2020年世界智能汽车大会上公
布了《智能网联汽车技术路线图 2.0》，对智能网联产业顶层设计和市场化应用目标做出
了详细的规划部署，表示中国汽车产业应抓紧历史机遇、加速转型升级、支撑制造强国
建设。J企业作为一家老牌国企，企业在努力发展的同时也暴露出一系列问题，特别是
薪酬激励方面。
随着智能汽车产业逐步白热化及国内外新势力造车企业的冲击，J企业作为老牌国
企在智能网联汽车领域的竞争力日渐衰弱，如何留住高级管理人员并且吸引业内顶尖高
级管理人员，是目前 J企业面临的巨大挑战。薪酬激励机制是公司管理工作的重要部分，
薪酬激励机制的科学性可以比较合理的调动公司高管的工作激情与动力，提高公司的运
营业绩。所以，本文将以 J企业为例，探究该公司应如何构建高效而合理的高管薪资机
制，这将对于提升 J企业人力核心竞争力以及在中国未来欧亿·体育（中国）有限公司市场中的分量，具有非常
重要的推动意义。
文章中首先简单介绍了本文的编写背景和有关理论研究基础知识，主要涉及了人力
资源理论、薪酬理论、激励机制基础理论，以 J企业为例，对 J企业内外部所面临的薪
酬激励机制问题展开了重地阐述，通过多种方式，对 J企业的高级管理人员报酬状况、
激励机制所面临的问题，和其形成的因素做出了分析。在本文结尾，我们把理论研究结
合实际分析，比较系统地探索出了 J企业高级管理人员薪酬激励机制的优化方法，并以
全文总结作为分析。
与此同时，在对 J企业高管的薪酬激励机制优化方案设计中，我们还明确提出了要
健全 J企业高管的个人绩效评价系统、同时引进国外奖励机制等，并形成了短期奖励和
中长期鼓励相结合、精神奖励和物质鼓励并重的多元化薪酬观念。
关键词：J企业；薪酬；业绩；高管；激励机制
I
Abstract
Abstract
Since 2015, The State Council, the Ministry of Industry and Information Technology, the
Department of Transport and other departments have issued a series of policies to guide and
regulate the development of the domestic intelligent and connected automobile industry,
focusing on the development of Internet and intelligent, and putting forward innovative
development requirements for technological innovation and overall research and development.
In November 2020, the national intelligence made innovationcenter at the 2020 world
conference on smart car unveiled "intelligent made car technology roadmap 2.0", the top
design and market application goal of intelligent snatched industry has made the detailed
planning anddeployment, said China'sautomobile industry shouldseize thehistorical
opportunity, acceleratethe transformation andupgrading, support manufacturingpower
construction. As an established state-owned enterprise, J enterprise has exposed a series of
problems, especially in the aspect of salary incentive, while striving to develop.
As the intelligent automobile industry is gradually heating up and the impact of new
forces at home andabroad, the competitiveness of J enterprise,as an old state-owned
enterprise, in the field of intelligent connected vehicles is weakening. How to retain senior
management personnel and attract top senior management personnel in the industry is a huge
challenge facing J enterprise. Compensation incentive mechanism is an important part of
corporatemanagement.Thescientificityofcompensationincentivemechanismcan
reasonably mobilize the working passion and motivation of senior executives and improve the
operating performance of the company. Therefore, this paper will take J enterprise as an
example to explore how the company should build an efficient and reasonable executive
compensation mechanism, whichwill have avery important promoting significanceto
enhance the core competitiveness of enterprise J's human resources and its weight in China's
future industry market.
Firstly, the paper briefly introduces the writing background and basic knowledge of
relevant theoretical research, mainly involving human resource theory, salary theory and basic
theory of incentive mechanism. Taking J enterprise as an example, the paper expounds the
problems of salary incentive mechanism faced by J enterprise inside and outside. Through
various ways, This paper analyzes the compensation status of senior managers in J enterprise,
the problems faced by the incentive mechanism, and its forming factors. At the end of this
paper, we combine theoretical research with practical analysis to systematically explore the
II
J企业高管薪酬激励机制优化研究
optimizationmethod ofcompensation incentivemechanism forseniormanagers inJ
enterprise, and take the full text summary as analysis.
At thesame time,theJ enterpriseexecutive compensationincentive mechanism
optimization design, we also explicitly put forward to improve the J executives personal
performance evaluation system,and introduce the foreign rewardmechanism, etc., and
formed the short-term incentiveand long-term encouragement, spiritual reward andthe
combination of material reward and the diversification of compensation.
Key Words: J enterprise; compensation; performance; management layer; incentive
mechanism.
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