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在市场经济环境下,国有经济的传统模式受到非国有经济激励制度的冲击,如果不首先加大财务激励和约束机制的力度,就会陷入财务越困难,激励制度越难推进的恶性循环。因此,对国有企业的经营管理者来说,这应是脱困的关键工作之一。 如何完善国有企业的财务激励和约束机制呢?有关专家认为,对国有企业而言,首先要把财务激励和约束机制的内容分为两个层次。一是国有资产代理人(财政部门或行业主管部门)同企业领导干部之间的财务激励和制
Under the market economy environment, the traditional model of the state-owned economy is under the attack of the non-state-owned economic incentive system. If we do not increase the intensity of the financial incentive and restraint mechanisms first, we will fall into a vicious circle where the financial system is more difficult and the incentive system is harder to push forward. Therefore, for the managers and managers of state-owned enterprises, this should be one of the key tasks for turning around the difficulties. How to improve the financial incentives and restraint mechanisms of state-owned enterprises? Experts believe that for state-owned enterprises, we must first divide the contents of financial incentives and restraint mechanisms into two levels. First, financial incentives and systems between state-owned assets agents (financial departments or industry authorities) and enterprise leading cadres