EVA激励机制在我国企业的应用——基于宝钢的案例研究  

Practice of EVA Motivation Mechanism in China's Enterprises

作　　者：王亚星[1] 

机构地区：[1]扬州大学,江苏200434

出　　处：《上海市经济管理干部学院学报》2009年第5期28-31,共4页Journal of Shanghai Economic Management College

摘　　要：实现企业价值最大化,除了优良的公司战略外,还必须在公司理财和公司治理层面上找寻一种价值评价指标,以实现价值评价、公司理财、业绩评价和薪酬规划的统一,达到最佳的管理方式。EVA(经济附加值)不仅是一个高质量的业绩指标,也是一个全面财务管理的架构和一种有效的激励机制。在我国企业引入EVA机制,有利于建立适合我国代理人业绩评价与激励机制的指标体系,从而增强企业活力。Apart from corporate strategies, a kind of value appraisal index based on corporate finance and corporate governance must be found to maximize corporate value. Thus we can integrate value appraisal, corporate finance, achievement appraisal, and salary planning for a best management model. EVA is not only an advanced measurement index of achievement but also an overall outline of finance management and an effective incentive mechanism. Introduction of EVA into China＇s corporate helps to build an index system of achievement appraisal and incentive mechanism for agent, thus enhancing the corperate vitality.

关 键 词：企业价值 EVA 业绩评价 激励机制 

分 类 号：F279.23[经济管理—企业管理]