文献出处：Franklin John，The Study of Human Resources Management Incentive Mechanism in the Public Department[J]. International Journal of Business and Management, 2014, 6(12): 21-35.
（声明：本译文归百度文库所有，完整译文请到百度文库。
）
原文
The Study of Human Resources Management Incentive Mechanism
in the Public Department
Franklin·John
Abstract
The working efficiency of the public sector, the level of job, prestige and image in the public, as well as the strength and position in international competition, directly depends on the public sector human resources, depends on the public sector human resources management concept and method. Especially because of the public sector in the important position of social development, the research on public sector human resource management methods and techniques, the public sector human resources for effective incentive, improve the efficiency of public sector human resources management will have great realistic meaning.
keywords Public sector human resources management bureaucracy The system of appointment and incentive mechanism
1 Personnel management of the government department under the bureaucracy
Referred to as the "father of organization organization theory" of the German sociologist Max. Weber, puts forward the theory of bureaucracy or dissecting the organization, this is a system was designed to implement the decision to promote the effective operation of the organization. Bureaucracy with specialization, hierarchical, take law as the norms, rules and regulations, and impersonal, business processing and transfer rely on documents, members of the bureaucracy of unelected and professional characteristics and so on. Its theoretical points as follows: set duties according to law, have certain qualified talents can be selected, and were used only within the scope of the functions and powers specified in the activities and undertake the corresponding responsibility; Organizational hierarchy abstemious, emphasize strict subordination
relations, organization according to the division of professional setting position, have corresponding professional knowledge through public examination merit, appointment and removal work has legal protection; And paid according to the system of rewards and punishments promotion, not because of highly competent personnel likes and dislikes and groups; Adherence to the position of value neutrality, according to the system, and not to do things by emotions and prejudices, responsible for the system, the prohibition of free personal judgment; The exercise of its power is mechanical, rational, predictable, followed a certain rules and procedures, etc.
Compared with the previous organizational form it has a purely technical superiority, namely the use of technology in the most effective means and methods to achieve the established objectives. Its specific performance is accuracy, swifter, clarity, to the master, continuity and seriousness of the documents, unity, strict obedience to relationships, to prevent friction, save manpower and material resources, reduce the operation cost of the management of public affairs. However, match the big industrial economy of bureaucracy in the industrial age economy in modern society, its internal management defect is obvious: one is hidebound. Government civil servants in the rules is necessary, but adherence to the rules in certain circumstances may produce negative effect, means into the purpose, the lack of major issues responded positively to the society, the lack of initiative and creative spirit. Second, is the padding. Delivery process numerous lock of the documents, document the implementation of the shuffle wrangling, public employees work efficiency is low.3 it is bloated. Bureaucracy is a diversified, multiple hierarchical and complicated social life, the administrative organ, group size is more and more big, the problem such as the burden of people. Fourth, mechanized operation is concept. Weber's bureaucracy through strict hierarchy emphasizes the to higher levels of obedience. In bureaucracy to technical experts as the carrier, the humanities color, for humanity and human dignity, personality and human freedom and comprehensive development of less attention. So the technical challenge to value, science of humanities.
On the incentive mechanism for: cadres both positions and ranks, cadres of the income distribution system and the cadre system of the combination of material
incentive and spirit incentive measures, cadres of social security measures, etc. For a long time, the cadre and personnel system for the government civil servants incentives exist the following problems: 1, lack of scientific and reasonable fair appraisal mechanism, the motivation orientation deviation.2, the lack of perfect cadre compensation system and promotion, communication system, incentive means lack of effectiveness, make the incentive weakening.3, cash incentives lack of seriousness, make the incentive insufficient pressure.
2 Change from the bureaucracy to the public sector human resources management
In today's knowledge economy high speed development, the diversification of the economy also requires government departments of public products provided by diverse and efficient. With the development of economy, the cadre personnel management under the system of bureaucracy is gradually replaced by the public sector human resources management, it is not only a change in name, or a series of profound change in management concept, methods. Public sector human resource management research basically belongs to the branch of administrative science, belong to the personnel administration. In theory belongs to the national civil service system in application, no matter from the object of study, theory, or on the value orientation. With the public sector human resource management, research content difference of the spring. On the object of study, limited to the state administrative organs of the personnel management, does not include all the state organs, can not cover the content of the broader public sector human resource management. On the value orientation, basic confined to the description of the current civil servant's performance management, the market economy under the conditions of the public sector human resource strategy and professional socialization management topics not discussed.
After the mid - 90 - s, the public sector human resource management research gradually thorough development, its content framework also gradually formed and clear. Modern public sector management usually involves the human resources strategy, personnel planning, job classification, job analysis, recruitment, performance
evaluation, salary management, training and development, rewards and punishments discipline, rights protection, career development, etc.
With bureaucracy under rigid personnel incentive mechanism is different, the public sector human resources management incentive mechanism is the public sector to guide staff behavior and values in order to realize the process of public management objectives. Public sector human resources management incentive mechanism refers to the public sector to guide the staff behavior and values, to achieve a common goal, according to the predetermined standards and procedures to distribute public resources to the process of public sector workers. Public sector incentives mainly have the following three aspects: (1) the spiritual incentive. Is motivated to give credit in terms of recognition, including verbal praise, written citations or citations for merit or conferred honorable titles, such as medal awarded form. Spiritual reward can satisfy people's spiritual needs, enhance the sense of honor and responsibility of public service, so as to arouse the enthusiasm of the civil servants.(2) material incentives. Is to give the incentive bonus, prizes and wages for promotion, to give material reward. Specific practices include awardees enjoy special holiday or free to travel abroad, etc.Material incentives can satisfy the material needs of the staff, make them from the perspective of personal material interests to strive for the social work, so as to achieve national interests and personal interests to a certain degree of coordination and unity.(3) promotion. Refers to the position level of ascension or wage level increased. It has a function of spirit and material incentives. Because of promotion means not only honor, power and status improved, also means
a greater increase in salary and treatment.
3 The creation of a public sector human resources management incentive mechanism
How to effectively motivate the public sector human resources to ensure the efficient operation of the government, become the important problem of public sector human resources management which is directly related to the public sector human resources management efficiency and effect. In accordance with the related theory of human resource management, human resource management there is four basic purposes: to attract, retain and motivate, development. The incentive is the core
objective: the importance of incentives, not only can make the worker at ease and actively work, it also effect in the short-term, play to make the worker agree and accept the goals and values of the organization, a strong sense of belonging to the enterprise long-term effects. To do this, you can from the following several aspects to reconstruct the government public sector incentive mechanism:
3.1 Improve the compensation system and the social security system
This is for the public sector staff incentive to lay the material foundation. Material is the basis for human survival and development, the lack of material basis for backing incentive is not realistic. Effective incentive for public sector human resources, will improve the salary system and the social security system first, so that the public sector staff under the condition of the material conditions have basically met to work effectively. China’s current public sector workers compensation and social security system is not sound: on the one hand, personnel salary level is lower, it is difficult for almost the incentive action, on the other hand contact pay blurred, lead to different department staff income gap is larger. This also to a certain extent, to trade power, corruption played their part, as a direct result of inefficient public sector output.
3.2 Effective spiritual incentive
Spiritual mainly through public organization awarded the honorary title of various and set an example in the public sector system make the staff in the psychological and mental have a sense of satisfaction and continuous self development needs. At the same time, in the process of incentive, combine organizational goals and personal needs, make the organization goal can contain more personal needs. According to mallow’s hierarchy of needs theory, people have self respect, social respect for the needs of the requirements, such as independence, success, fame, status, social recognition, and is respected by others. Awarded the honorary title, to work personnel in the organization by way of example, both organizational recognition of its work, is also respect for the social satisfaction, make its produce self motivation. People after meet the basic material needs, spiritual needs become more urgent, at this point in the spiritual incentives tend to be unexpected results. Because of this, modern spirit incentives are of the utmost importance in
human resources management. In the public sector staff incentive is also should seize the spirit motivation is an important motivation factor. Therefore, to strengthen the construction of administrative culture arouses public servants inner passion through creating a favorable administrative cultural atmosphere, foster the spirit of citizenship is of public officials and the public service consciousness. Make the general public servants will work as a real life fun, realize life value in the process of work.
3.3 Establish scientific and impartial performance management system
Performance management is through to the members of the organization to evaluate work behavior and work results, according to the evaluation results on punishment, the whole process of training and development and so on a series of activities. For a long time, the public sector internal lack of competition mechanism, lead to part of the potential of public sector workers have not been effective stimulation and development. Through a sound system of performance management, in the public sector and its staff to carry out the performance evaluation, and between the public sector and introducing competition mechanism between department internal staff, let it under the pressure of competition environment constantly for self learning, self development, improve the work skills and working efficiency. This also is helpful for the whole public sector all the operation efficiency of the international competitive power. Through the performance management, on the other hand, can clearly understand the status of the department of human resources quality and ability, so as to provide scientific basis for the training and development of human resources.
3.4 Incentive mechanism based on the experience of the enterprise human resources management
Enterprise human resources management incentive mechanism of the implementation of prior to the public sector; we also should be based on the experience of the enterprise human resources management incentive mechanism. Now honor incentive mode in the enterprise is common, it is a more effective way. Such as the United States have a "one hundred percent club", IBM when employees to complete his annual task, he was approved for the one hundred percent club members, he and his family would be invited to the grand meeting. As a result, the employees of
the company will gain one hundred percent club membership as the first goal, in order to obtain the honor. The incentives to effectively use the honor needs of employees, has obtained the good effect of incentive, this needs to be learning.
译文
公共部门人力资源管理激励机制研究
富兰克林·约翰
摘要
公共部门的工作效率、工作水平，在社会公众中的威信和形象，以及在国际竞争中的实力和地位，直接取决于公共部门的人力资源，取决于公共部门的人力资源管理的理念和方式。
尤其是由于整个公共部门在社会发展中的重要地位，研究公共部门人力资源管理的方法和技术，对公共部门的人力资源进行有效的激励，提高公共部门人力资源管理的效率将有重大的现实意义。
关键词公共部门人力资源管理；官僚制；任免制度；激励机制
1官僚制下的政府部门人事管理
被称为“组织组织理论之父”的德国社会学家马克斯．韦伯，提出了官僚制或者科层制组织理论，这是一种被设计用来执行决策推动整个系统有效运转的组织体系。
官僚制以专业化、等级化、以法律为规范、规章制度和非人格化、业务的处理与传递依靠文书、官僚机构成员的非选举性和职业化等特征。
其理论要点为：依法设定职责权，具有一定资格的人才能被选用，而被选用的人只能在规定的职权范围内活动并承担相应的责任；组织内层级节制，强调严格的隶属关系，组织按专业分工设定职位，有相应专业知识的人经公开考试择优录取，工作任免有法律保障；按制度奖惩升迁和获取报酬，不因高度主管人员好恶而偏私；严守价值中立的立场，按制度办事，不按情绪和偏见办事，对制度负责，禁止个人自由判断；其权力的行使是机械的，理性的，可预测的，遵循一套特定的规则与程序等。
与以往的组织形式相比较它具有纯粹的技术上的优越性，即运用技术上最有效的手段和方法达到既定的目标。
其具体表现是准确性、迅捷性、明确性，对文
书的精通、连续性、严肃性，统一性、严格的服从关系，防止磨擦，人力和物力的节省，降低了国家公共事务管理的运行成本。
然而，与大工业经济相匹配的官僚制在后工业时代的现代社会经济时期，其内在的管理缺陷是十分明显的：一是墨守成规。
政府中的公职人员守规则是必要的，但死守成规在一定情况下则可能产生负作用，把手段变成了目的，缺乏对社会重大问题的积极回应，缺乏积极性和创造精神。
二是文牍主义。
文书的传递过程繁锁，文件的落实存在推诿扯皮，公职人员工作效率的低下。
三是机构臃肿。
官僚制在社会生活多元化、多层次化和复杂化的今天，出现了行政机关膨胀，集团规模越来越大，民众的负担沉重等问题。
四是机械化的运作理念。
韦伯的官僚制通过严格的等级制强调下级对上级的服从。
在官僚制中常以技术专家为载体，人文色彩淡漠，对人性、人的尊严、人格、人的自由与全面发展关注较少。
于是出现了技术对价值的挑战，科学对人文的排斥。
在激励机制上实行：干部职务与职级相结合，干部收入分配制度与干部物质激励与精神激励相结合的制度措施，干部社会保障制度措施等。
长期以来，干部人事制对政府公职人员的激励存在着以下的问题：1、缺乏科学合理公平的考核机制，使激励导向偏离。
2、缺乏完善的干部薪酬制度与晋升、交流制度，激励手段缺乏有效性，使激励作用弱化。
3、激励兑现缺乏严肃性，使激励压力不足。
2 从官僚制到公共部门人力资源管理理念的更新
在知识经济高速发展的今天，经济的多元化同样要求政府部门的公共产品提供的多元与高效。
随着经济的发展，官僚制体制下干部人事管理逐渐由公共部门人力资源管理所取代，这不仅是名称上的改变，还是一系列管理理念、方式的深刻变革。
公共部门人力资源管理研究基本上属于行政学的分支，在理论上属于人事行政学．在应用上属于国家公务员制度，无论从研究对象、理论范畴，还是在价值导向上。
与公共部门人力资源管理研究的内容差异还是比较大的。
在研究对象上，仅限于国家行政机关的人事管理，不包括全部国家机关，不能涵盖更为广泛的公共部门人力资源管理的内容。
在价值导向上，基本局限于对现行的公务员效能管理的描述，对于市场经济条件下的公共部门人力资源战略、职业化社会化管理等主题未深入探讨。
（声明：本译文归百度文库所有，完整译文请到百度文库。
）
90 年代中期以后，公共部门人力资源管理研究逐步深入开展，其内容框架
也逐渐形成而明晰。
现代的公共部门管理一般涉及人力资源战略、人员规划、职位分类、工作分析、招考录用、绩效评估、薪酬管理、培训开发、奖惩纪律、权益保障、职业发展等方面。
与官僚制下僵化的人员激励机制不同，公共部门人力资源管理激励机制是公共部门引导工作人员的行为方式和价值观念以实现公共管理目标的过程。
公共部门人力资源管理激励机制是指公共部门引导工作人员的行为方式和价值观念，以实现共同的目标，按预定的标准和程序将公共资源分配给公共部门工作人员的过程。
公共部门的激励方式主要有以下 3 个方面：(1)精神激励。
就是对受激励者给予荣誉方面的表彰，包括口头表扬、书面嘉奖、记功、授予荣誉称号、授予奖章勋章等形式。
精神奖励可以满足人的精神需求，增强公务员工作的光荣感和责任感，从而调动起公务员的积极性。
(2)物质激励。
就是给受激励者发奖金、奖品和工资晋级，给予物质上的奖励。
具体做法还包括让受奖者享受特别休假或免费出国旅游等。
物质激励可以满足这些人员的物质需求，使他们从个人物质利益的角度去努力为社会工作，从而达到国家利益和个人利益在一定程度上的协调与统一。
(3) 晋升。
是指职位等级的提升或工资级别的增加。
它兼有精神激励和物质激励的作用。
因为晋升不仅意味着荣誉的获得、权力和地位的提高，也意味着薪金的增加和待遇的增加。
3公共部门人力资源管理激励机制的创建
如何有效激励公共部门人力资源以保证政府的高效运作，成为公共部门人力资源管理的重要问题，这直接关系到公共部门人力资源的管理效率和管理效果。
按照人力资源管理的有关理论，人力资源管理有四个基本目的：吸引、保留、激励、开发。
其中激励是核心目的：激励的重要性，不仅在于能使职工安心和积极地工作，它还在这种短期作用之外，发挥使职工认同和接受本组织的目标和价值观、对企业产生强烈归属感的长期作用。
为此，可以从以下几个方面重构政府公共部门的激励机制：
3.1健全薪酬制度和社会保障制度
这是为公共部门的人员激励奠定物质基础。
物质是人赖以生存和发展的根本，缺乏以物质基础为后盾的激励是不现实的。
要对公共部门的人力资源进行有效激励，首先就要健全薪酬制度和社会保障制度，只有这样才能使公共部门的工
作人员在物质条件得到基本满足的情况下进行有效工作。
我国当前公共部门的工作人员的薪酬和社会保障制度是很不健全的：一方面人员的薪酬水平比较低，几乎很难以对其产生激励作用，另一方面隐形薪酬的模糊化，导致不同部门的工作人员收入差距较大。
这也在一定程度上对权钱交易、滋生腐败起到了推波助澜的作用，直接导致公共部门产出效率低下。
3.2进行有效的精神激励
精神激励主要是通过公共组织授予各种荣誉称号和在公共部门体系树立榜样，使工作人员在心理上和精神上有一种满足感和不断自我发展的需求。
同时，在激励过程中，将组织目标和个人需要结合起来，使组织目标能够包含较多的个人需要。
根据马斯洛的层次需求理论，人是有自我尊重、社会尊重的需要要求，如独立、成就、名誉、地位、社会认可、被他人尊敬等。
向工作人员授予荣誉称号，在组织中树立榜样，既是组织对其工作成果的认可，也是对其社会尊重的满足，使其产生自我激励。
人们在满足了基本的物质需求以后，精神上的需求就变得更为迫切，此时在精神方面的激励往往会取得意想不到的效果。
正因如此，现代的人力资源管理中极为重视精神激励因素。
在进行对公共部门人员激励是也应抓住精神激励这一重要激励因素。
因此，加强行政文化建设激发公职人员的内在激情通过营造良好的行政文化氛围，大力培育公职人员的公民精神和公共服务意识。
使广大的公职人员真正将本职工作视为人生乐趣，在工作过程中实现人生价值。
3.3建立科学公正的绩效管理体系
绩效管理就是指通过对组织成员的工作行为和工作结果进行评估，依据评估结果展开惩罚、培训与开发等一系列活动的全过程。
长期以来，公共部门内部缺少竞争机制，导致一部分公共部门的工作人员的潜能未得到有效的刺激和开发。
通过健全绩效管理制度，对公共部门及其工作人员开展绩效评估，从而在公共部门之间和部门内部人员之间引入竞争机制，让其在竞争环境的压力下不断地进行自我学习，自我发展，提高工作技能和工作效率。
这也有利于带动整个公共部门全体的运转效率提高，国际竞争的实力增强。
另一方面通过绩效管理，可以明确了解部门内部的人力资源素质和能力状况，以便为人力资源的培训和开发提供科学依据。
3.4借鉴企业人力资源管理中激励机制的经验
企业人力资源管理中激励机制的施行先于公共部门，我们还应借鉴企业人力资源管理中激励机制的经验。
现在荣誉激励的方式在企业中采用的比较普遍，这是一种比较有效的方法。
例如美国IBM 公司有一个“百分之百俱乐部”，当公司员工完成他的年度任务，他就被批准为“百分之百俱乐部”成员，他和他的家人被邀请参加隆重的集会。
结果，公司的雇员都将获得“百分之百俱乐部”会员资格作为第一目标，以获得那份光荣。
这一激励措施有效地利用了员工的荣誉需求，取得了良好的激励效果，这一点有待学习。
