“激励机制”模式是多种多样的,通常采用的有立法激励、财税激励、目标责任激励、奖惩激励、竞争激励、榜样激励、领导激励等等。目前,随着职工教育与企业三大制度改革的紧密结合,主要产生了以下四种模式,试述如下: 一、岗位动态竞争激励模式。企业在主要生产岗位实行动态管理,通过严格考评,使业务技术高、责任心强的职工上岗成为“正式工”,其余的人员当“准备工”,工资、奖金拉开档距20—30%不等。“正式工”定期进行理论知识、实际操作技术指标考评,排出名次,实绩差的降为“准备工”,由成绩好的“准备工”递补,动态竞争,优上劣下,工资奖金随之升降。山东莱芜钢铁厂率先采用了这种模式,把职工教育与用人制度改革结合起来,试点企业在全员培训的基础上进行考试考核,不合格者列为编余人员(半年后给予补考机会),减发工资,不发奖金。 “Incentive mechanism” is a variety of models, usually used legislative incentives, fiscal incentives, target responsibility incentives, reward and punishment incentives, competitive incentives, example incentives, leadership incentives and so on. At present, with the close combination of staff education and the reform of the three major systems of an enterprise, the following four models have mainly resulted in the following: First, the pattern of dynamic competition in positions. Enterprises in the main production positions to implement dynamic management, through rigorous evaluation, so that business skills, strong sense of responsibility of the staff to become a “formal workers”, the rest of the staff as “preparatory work”, wages, bonuses to pull apart from 20-30% Do not wait. Regular workers regularly conduct theoretical knowledge, evaluation of technical indicators of actual operation, discharge ranking, poor performance reduced to “preparatory work” by the good performance of the “preparatory work” complement, dynamic competition, superior inferior, salary bonus Lift. Shandong Laiwu Iron and Steel Plant took the lead in adopting this model, the staff education and employment system reform combined pilot enterprises in the full training of the examination based on the examination, unqualified as a surplus staff (six months after the re-exam opportunities) Reduce wages, no bonuses.