宁波方力科技有限公司员工股权激励方案设计

发布时间：2018-08-13 20:27

【摘要】：宁波方力科技有限公司(下称方力公司)-国内中等规模的塑料机械制造企业,本世纪初经历了企业高速发展的阶段,但近些年公司进入了停滞期,而且有逐步下滑的趋势,核心人员流动率上升,员工缺乏责任感,企业凝聚力下降,急需调整企业内部机制。在此情况下,实施员工股权激励能够有效的解决目前面临的问题。要提高企业的经营水平,增加企业的竞争力,凝聚力,就要从企业制度的本身着手。随着企业规模的逐渐扩大,所有权和经营权逐渐分离,形成了现代企业的明显特征,在这种情况下只有所有者和经营者利益充分统一,才能最大限度调动员工责任感和积极性,促进公司发展。根据权威统计,在美国五百强企业中,有百分之九十以上的企业都采取了股权激励措施,其高管的整个薪酬中至少百分之三十来源于股权的激励。我们国家也在八十年代开始借鉴欧美的股权激励措施,并开始应用于国有企业,并随着经济的不断发展,将股权激励措施逐渐推广至私营企业,并取得了良好的效果。本文通过对一系列相关理论的研究,包括代理理论,人力资本理论,激励理论等,充分了解在上述理论基础之上形成的股权激励理论,并通过对案例的分析总结,发现我国企业在实施股权激励过程中的经验和容易碰到的问题,此外再结合我国社会条件,方力公司的内部条件的情况下,设计了针对其高中层管理人员以及一线人员的限制性股票、股票增值权、虚拟股票相结合的分层股权激励方案。方案明确了激励适用的三个层次员工比例、范围、根据三个层次不同的需求所使用的股权激励的种类,明确了定价依据、执行时间、限制条件、退出机制等,并解释制定该方案的理由。主要为解决方力公司目前的问题,并给其他类似企业也提供借鉴。
[Abstract]:Ningbo Fangli Technology Co., Ltd (hereinafter referred to as Fangli Company), a medium scale plastic machinery manufacturing enterprise in China, experienced a period of rapid development at the beginning of this century, but in recent years the company has entered a period of stagnation and has a tendency to decline gradually. The core staff turnover rate rises, the staff lacks the sense of responsibility, the enterprise cohesive force drops, urgently needs to adjust the enterprise internal mechanism. In this case, the implementation of employee equity incentive can effectively solve the current problems. To improve the management level, increase the competitiveness and cohesion of enterprises, we must start from the enterprise system itself. With the gradual expansion of the scale of the enterprise and the gradual separation of the ownership and the management right, the obvious characteristics of the modern enterprise are formed. In this case, only when the interests of the owner and the operator are fully unified, can the sense of responsibility and enthusiasm of the employees be mobilized to the maximum extent. Promote the development of the company. According to authoritative statistics, more than 90% of the top 500 companies in the United States have adopted equity incentives, and at least 30% of their executive compensation comes from equity incentives. Our country also began to draw lessons from European and American equity incentive measures in 1980s, and began to apply to state-owned enterprises. With the development of economy, equity incentive measures were gradually extended to private enterprises, and achieved good results. Through the research of a series of related theories, including agency theory, human capital theory, incentive theory and so on, this paper fully understands the equity incentive theory formed on the basis of the above theory, and through the analysis and summary of the case, It is found that the experience and problems encountered by Chinese enterprises in the process of implementing equity incentive, in addition to combining the social conditions of our country, the internal conditions of Fangli Company, In this paper, a hierarchical equity incentive scheme is designed for its senior middle managers and first-line managers, including restricted stock, stock appreciation right and virtual stock. The scheme defines the proportion and scope of employees at the three levels applicable to the incentive, the types of equity incentives used according to the different needs of the three levels, the pricing basis, the execution time, the restriction conditions, the exit mechanism, and so on. And explain the reasons for the plan. Mainly to solve the current problems of Fangli Company, and to other similar enterprises also provide reference.
【学位授予单位】：宁波大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F426.4

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