【摘要】：現(xiàn)代企業(yè)人員流動(dòng)率非常高,如何吸引和留住關(guān)鍵人員成為每個(gè)企業(yè)的主要問(wèn)題之一。股權(quán)激勵(lì)是處在成長(zhǎng)期的企業(yè),出于激勵(lì)和留住核心人才的目的,而推行的一種長(zhǎng)期激勵(lì)方式。企業(yè)通過(guò)設(shè)置一定條件給予激勵(lì)對(duì)象部分股東權(quán)益,使被激勵(lì)對(duì)象與企業(yè)結(jié)成利益共同體,從而實(shí)現(xiàn)企業(yè)的發(fā)展目標(biāo)。股權(quán)激勵(lì)起源于歐美,目前己經(jīng)成為現(xiàn)代企業(yè)普遍采用的激勵(lì)機(jī)制。股權(quán)激勵(lì)引入我國(guó)后,也受到越來(lái)越多的重視,理論界進(jìn)行了深入的研究,實(shí)踐中很多企業(yè)都設(shè)計(jì)實(shí)施了自己的股權(quán)激勵(lì)計(jì)劃,希望通過(guò)股權(quán)激勵(lì)來(lái)解決企業(yè)管理中的激勵(lì)問(wèn)題。但是股權(quán)激勵(lì)方案設(shè)計(jì)的合理性與科學(xué)性會(huì)對(duì)其最終實(shí)施效果帶來(lái)很大影響,如何在我國(guó)特有的經(jīng)濟(jì)環(huán)境下有效的運(yùn)用好這一管理手段,對(duì)于企業(yè)而言是一個(gè)重要的課題。本文介紹了股權(quán)激勵(lì)的相關(guān)理論基礎(chǔ)和綜述,并介紹了JT公司概況及員工激勵(lì)現(xiàn)狀,描述了JT公司實(shí)施股權(quán)激勵(lì)的必要性。通過(guò)總結(jié)JT公司在選擇激勵(lì)對(duì)象、激勵(lì)對(duì)象的業(yè)績(jī)考核、選取股權(quán)激勵(lì)方式、確定激勵(lì)數(shù)量及價(jià)格、確定激勵(lì)股權(quán)來(lái)源、激勵(lì)股權(quán)的退出機(jī)制、激勵(lì)對(duì)象的權(quán)利義務(wù)和違約責(zé)任等方面存在的問(wèn)題,探討了民營(yíng)中小企業(yè)實(shí)施股權(quán)激勵(lì)的可行性。
[Abstract]:Modern enterprise personnel turnover rate is very high, how to attract and retain key personnel has become one of the main problems of each enterprise. Equity incentive is a kind of long-term incentive mode in order to encourage and retain core talents. By setting certain conditions to give some shareholders' rights and interests to the incentive object, the enterprise can form an interest community with the enterprise so as to realize the development goal of the enterprise. Equity incentive, originated in Europe and America, has become a popular incentive mechanism adopted by modern enterprises. After the introduction of equity incentive into our country, more and more attention has been paid to it. Many enterprises have designed and implemented their own equity incentive plan in practice. Hope to solve the incentive problem in enterprise management through equity incentive. However, the rationality and science of equity incentive scheme design will have a great impact on the final implementation of the scheme. How to effectively use this management means in the unique economic environment of our country is an important task for enterprises. This paper introduces the relevant theoretical basis and summary of equity incentive, and introduces the general situation of JT Company and the current situation of employee incentive, and describes the necessity of implementing equity incentive in JT Company. By summing up the performance assessment of JT Company in choosing incentive object and encouraging object, choosing the way of equity incentive, determining the quantity and price of incentive, determining the source of incentive equity and the exit mechanism of incentive stock, This paper discusses the feasibility of implementing equity incentive for small and medium-sized private enterprises on the basis of the problems existing in the rights and obligations of incentive objects and the liability for breach of contract.
【學(xué)位授予單位】：首都經(jīng)濟(jì)貿(mào)易大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92

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