Through the study of the EVA incentive mechanism of entrepreneurs' human capital production rights, how to improve the management of my country's state-owned enterprises and the incentives and constra

Through the study of the EVA incentive mechanism of entrepreneurs' human capital production rights, how to improve the management of my country's state-owned enterprises and the incentives and constraints of human capital rights

Human knowledge and abilities are a form of capital - human capital. As an economically efficient cost, human capital has replaced physical capital as the main driving factor of modern economic growth, and the incentive issue of human capital in modern enterprises has become an important part of modern economics, especially modern enterprise theory research. With the continuous development of my country's socialist economic construction and the continuous improvement of the market economic system, the reform and development of state-owned enterprises has entered a new historical period. As an important part of the capital owned by state-owned enterprises, the value of human capital and its important role in the development of state-owned enterprises have been fully valued. However, the incentive mechanism of human capital management in state-owned enterprises is imperfect and the level of human capital management is lagging behind. It has become a problem for the reform and development of state-owned enterprises. obstacles in.

This article starts from the concept and characteristics of human capital in modern enterprises and the role and necessity of human capital equity, combined with the current situation of the reform of state-owned enterprises in my country, and studies the main methods of equity incentives for state-owned enterprises. Further explore the obstacles faced by the main methods of equity incentives in the current reform of state-owned enterprises, and based on the analysis of the implementation of equity incentives in state-owned enterprises, expound the situation and crisis faced by the equity incentives of human capital in state-owned enterprises, and propose macro-level solutions direction of reform and development. The study of incentive methods for human capital equity in state-owned enterprises is a systematic, long-term, and complex project. With the continuous deepening and development of the reform of state-owned enterprises, the establishment of modern enterprise systems for state-owned enterprises, the continuous improvement of macro policies, and the role of market economy mechanisms, Strengthening, the human capital equity incentive method of state-owned enterprises will be further developed, and at the same time play an important role in the reform and development of state-owned enterprises.

The first part proposes that human capital can be understood as a comprehensive value stock of human knowledge, skills, and health that can bring current or future benefits. Human capital is different from other forms of capital. nature and characteristics. The equity of human capital is the result of human capital's pursuit of corporate profits. According to the direction of human capital's pursuit of profits, it can be divided into direct equity and indirect equity of human capital. The equitization of human capital has important significance and role in state-owned enterprises. The equitization of human capital can confirm the value of human capital; guide human capital investment behavior to enhance the cohesion and sustainable development capabilities of the enterprise; and improve the enthusiasm and ownership of employees' work. sense of responsibility; improve the company's corporate governance structure and promote employee participation in democratic management; attract international talents and integrate with international standards. Therefore, it is very necessary for state-owned enterprises to implement human capital equity.

The second part introduces the ways in which human capital equity is implemented in enterprises. It details the three main ways of implementing human capital equity in state-owned enterprises: employee stock ownership, manager stock options and management buyout. Characteristics and pattern elements are analyzed.

The third part analyzes and studies the main ways in which state-owned enterprises adopt human capital equity incentives, and then analyzes the three models of employee stock ownership plans, manager stock options and management buyouts in state-owned enterprises in three sections. The obstacles and existing problems in the implementation of human capital incentives are analyzed separately. The employee stock ownership plan is a useful exploration of the form of public ownership and is of great significance to the reform and development of state-owned enterprises. However, employee stock ownership has not embarked on a completely standardized development path. There are certain flaws and obstacles in the implementation of manager stock options. When applied to my country's state-owned enterprises, the issues that need to be paid attention to based on the current situation include: Performance evaluation indicators of operators Too single, conflicts over whether the stocks held by the operator can be transferred, issues with the number of stock options, and imperfections in relevant laws and regulations.

The obstacles and difficulties faced by the management buyout method in our country are more prominent. Due to the imperfect capital market in our country and the corresponding laws and regulations, the fourth part is about the human capital operation management and human resources management of state-owned enterprises. Based on the study of capital equity methods, this article deeply discusses the problems and current situation of human capital incentives in state-owned enterprises in my country from planned economy conditions to market economy conditions, and points out that the original human capital operating mechanism of state-owned enterprises does not recognize individual property rights, especially human capital property rights. and its legal channel for transformation into non-human capital property rights. The supply of high-quality and specialized human capital formed and accumulated over a long period of time through national education or general training is severely constrained by institutional needs, and due to poor operating efficiency and large The loss of area makes the egalitarian distribution and claim of national rental income relatively more and more limited, which is compared with non-state-owned enterprises. In particular, private enterprises such as township and village enterprises with scarce human capital recognize the property rights of knowledge and human capital, are "thirsty for talents", and invest heavily in human capital policies and incentive mechanisms, which are in sharp contrast. Under such circumstances, a large amount of high-quality and professional human capital continues to flow out of state-owned enterprises, causing state-owned enterprises to face a crisis of human capital incentives. The crisis can be analyzed from four aspects: the formation of human capital investment, the human capital of state-owned enterprises The overall status of the capital incentive mechanism, the human capital property rights system arrangement issues faced in the reform of state-owned enterprises, and the issues in the integrated management of human capital in state-owned enterprises. On this basis, based on the situation and crisis of human capital incentives in state-owned enterprises, it is proposed in a targeted manner to promote the legalization of human capital equity in state-owned enterprises, establish an incentive mechanism for human capital in state-owned enterprises to participate in operation control and profit sharing, and conduct research on the human capital of state-owned enterprises. Reform in three aspects including effective integration.

The research and development of human capital equity incentives in the reform of state-owned enterprises are constantly improving and progressing with the development of national economic construction and state-owned enterprise reform. The party and the country have summarized the reform, opening up and state-owned enterprises in the new historical period. The historical experience of enterprise reform and the proposed overall strategic goal of national economic construction have raised the reform of state-owned enterprises to an unprecedented historical height. It also shows that the reform and development of state-owned enterprises has reached a point where it is urgent. How to effectively utilize the management concepts of human capital incentives and The operation model, combined with the characteristics of my country's macroeconomics and state-owned enterprises, effectively establishes an operating mechanism for human capital incentives through the implementation of human capital equity in state-owned enterprises, which is a task that state-owned enterprises must do well in the future development.