摘 要
经过三十年发展，我国民营企业的数量已达 900 多万家，但是实力
强大的寥寥无几。家族化体制、家长制管理、融资难、员工积极性不高、
对高端人才吸引力低等问题阻碍了民营企业的发展壮大。股份制现代企
业有着所有权与经营权分离、先进组织架构和管理体制等特点，是民营
企业改造发展的方向。
本文阐述了有限公司进行股份制改造的要求、步骤、要点和激励的
原则，运用调查问卷、鱼骨分析法、规划求解等工具方法对刚刚完成股
份制改造的 G 公司为案例进行了详细分析，研究了其股份制改造的方案
和激励机制，并发现在此过程中出现的股改后形变质不变，家族化程度
高、激励的深度和广度不高、公平公开度很低等问题。文章对上述问题
加以理论分析并得到解决问题的方法，包括运用代理人约束机制、加大
变动薪酬比例并与个人绩效挂钩、加强非物质的其它形式的激励、增加
权力制衡、公示制度和申述制度等。其分析研究对未来将要进行股份制
改造的民营企业有一定的参考价值。
关键词：民营企业，G 公司股份制改造，激励机制

ABSTRACT
The number of Chinese private enterprise has reached 9 million after 30
years development. Although there are millions private enterprises, only a
few are strongly competitive. Family-based organization, dictatorial
management, financing difficulty, lacking incentive for the employees, less
attractive for high-end talents are the obstacle for private enterprise’s
development. Join-stock modem enterprise is the future form of private
enterprise because it benefit from the separation of management right and
ownership, advanced organization hierarchy and management system.
This paper illustrated share-holding reforming requirement, steps, key
points and the principal of incentive. Also this paper took G company, which
just finished reforming, as a case to analyze the reforming plan and incentive
mechanism. By using questionnaire, fishbone chart, solver and other tools,
this paper analyzed and identified four major problems: false essential
reforming, family-based organization, low incentive efficiency and less open
and fair. The paper analyzed those problems and gave suggestions including
entrusted agent restriction, power balancing, increase variable payment and
align to personal performance, non-material incentive, publication and appeal
rules, etc. It could be a reference for those private enterprises about to take
reforming.KEY WORDS: private enterprise, G company share-holding reform,
incentive mechanism