施工企业推行项目模拟股份制存在问题及对策  

Problems and Countermeasures in the Implementation of Project Simulation Stock System in Construction Enterprises

作　　者：张政平 Zhang Zhengping(China Railway Construction South Construction Investment Co.Ltd.,Shenzhen 518109,China)

机构地区：[1]中铁建南方建设投资有限公司,广东深圳518109

出　　处：《石家庄铁道大学学报（社会科学版）》2022年第3期36-41,共6页Journal of Shijiazhuang Tiedao University（Social Science Edition）

摘　　要：为提升项目效益,达到公司与项目管理团队共赢,推行项目模拟股份制,以能够更精准、更有效激励项目管理团队。首先,依据项目模拟股份制的关键因素从基础利润确定、团队股权、团队股金、考核兑现、处罚额度、约束机制、员工股权分配、绩效考核8个方面归纳存在的问题,从合理设定项目利润目标、破解推行阻力、稳定管理队伍、合理控制风险、激励、处罚、考核兑现、项目合理承担风险8个方面完善相关对策,力求建立起目标明确、动力强劲、人员稳定、风险可控、奖惩到位、制度完善的持续改进的推广模式。In order to improve the project efficiency and achieve a win-win situation between the company and the project management team,the project simulation stock system was implemented to motivate the project management team more accurately and effectively.First,the existing problems were summarized from eight aspects:basic profit determination,team equity,team equity,assessment cash,penalty amount,constraint mechanism,employee equity allocation,and performance assessment according to the key factors of the project to simulate the shareholding system.Second,a promotion model of continuous improvement with clear goals,strong motivation,stable personnel,controllable risks,rewards and punishments in place and perfect system was put forward,which included eight aspects:the reasonable project profit target,break the implementation resistance,stable management team,reasonable control of risk,incentive,punishment,assessment of cash,reasonable project risk.

关 键 词：施工企业 模拟股份制 企业管理 对策 

分 类 号：F272.3[经济管理—企业管理]