家族企业作为民营企业的重要组成部分体现着我国经济发展的生机与活力。然而， 由于我国特殊的时代背景，大量一代创业者已到了退休的年龄，但 因为种种原因使企业 陷入传承困境，引进职业经理人，使企业得以传承和延续，成为了很多家族企摆脱传承 困境的有效途径。 企业传承一般遵循三条路径：家族成员传承、内部 培养、从企业外部引进职业经理 人。A 家族企业在代际传承方面虽然多次尝试，但家族成员传承、内部培养两条路径都 以失败告终，因此 A 家族企业决定走将企业的所有权与管 理权分离，所有权由家族成员 传承，经营权由引入的高级职业经理人传承的路径。引入职业经理人传承企业的经营权， 无疑是让企业摆脱传承困境、解决企业管理能力缺口问题 、推动企业从传统的家族式管 理向现代化管理模式改变的有效途径，但由于 A 家族企业目前所有权和经营权高度统 一，对高管的激励和约束机制基本处于空白，也由于职业经理 人作为企业的总经理，一 举一动都关系到企业的发展，而无论是企业内部还是外部都还缺乏有效的激励和约束机 制控制引入职业经理人带来的委托代理风险，因此企业主出于对 家族利益的保护、家族 财富的传承，在引入职业经理人的同时必须通过建立健全激励与约束机制，对职业经理 人的行为进行引导和规范。 本文立足于 A 家族企业在企业传承中 的困境和问题，阐述了其引进职业经理人制 度的必要性，并分析了职业经理人制度的风险性和 A 家族企业现行针对管理层的激励 和约束机制中存在的问题，在此基础上，结合国 内外关于家族企业职业经理人激励与约 束机制相关的研究成果，以预防和降低职业经理人的代理风险为目的构建 A 公司职业 经理人的激励与约束机制，并为同类型的家族企业在 引入职业经理人时降低委托代理风 险提出一些建议。 关键词：家族企业；职业经理人；激励机制；约束机制II Abstract As an important part of private enterprises, family business embodies the vitality and vitality of China's economic development. However, due to the special background of our country, many generations of entrepreneurs have reached the age of retirement. However, due to various reasons, they are in a dilemma of inheritance. The introduction of professional managersenablesenterprises to inherit andcontinue,andhas becomeaneffectivewayformany family enterprises to get rid of the dilemma of inheritance. The inheritance of enterprises generally follows three paths: family members inheritance, internal training, and the introduction of professional managers from the outside of the enterprise. Although a family enterprise has tried many times in intergenerational inheritance, the two paths of family member inheritance and internal training have failed. Therefore, a family enterprise has decided to take the path of separating the ownership and management rights oftheenterprise.Theownershipis inherited bythefamily members, andthemanagement right is inherited by the introduced senior professional managers. The introduction of professional managers to inherit the management rights of enterprises is undoubtedly an effective way to get rid of the difficulties of inheritance, solve the problem of enterprise management capacity gap, and promote the change of enterprises from traditional family management to modern management mode. However, due to the highly unified ownership and management right of a family enterprise, the incentive and restraint mechanism for senior executives is basically blank, and also due to the professional experience As the general managerofanenterprise,everyactionofmanagerisrelatedtothedevelopmentoftheenterprise. However, professional managers lack of external constraints. There is no effective incentive and restraint mechanism to control the principal-agent risk brought by the introduction of professional managers. Therefore, for the protection of family interests and the inheritance of family wealth, the owners of enterprises introduce professional managers in the same way We must establish and improve the incentive and restraint mechanism to guide and standardize the behavior of professional managers. Based on the difficulties and problems of a family business in enterprise inheritance, this paper expounds the necessity of introducing professional manager system, analyzes the risk of professional manager system and the problems existing in the current incentive and restraint mechanism for the management of a enterprise. On this basis, combined with the relevant research on the incentive and restraint mechanism of professional managers in family enterprises at home and abroad As a result, in order to prevent and reduce the agency risk ofIII professional managers, this paper constructs the incentive and restraint mechanism of professional managers in a company, and puts forward some suggestions for the same type of family enterprises to reduce the principal-agent risk when introducing professional managers. Keywords: Family business; Professional manager; Excitation mechanism; Restraint mechanismIV 目 录 摘 要...........................................................................................................................................I Abstract ..................................................................................................................................... II 目 录........................................................................................................................................IV 图表清 单.................................................................................................................................VII 第一章 绪 论..............................................................................................................................1 1.1 研究背景和意义 .............................................................................................................1 1.1.1 研究背 景...................................................................................................................1 1.1.2 研究意 义...................................................................................................................2 1.2 文献综述 .........................................................................................................................3 1.2.1 家族企业相关理 论...................................................................................................3 1.2.2 职业经理人相关理 论...............................................................................................5 1.2.3 委托代理理 论...........................................................................................................7 1.2.4 激励与约束理 论.......................................................................................................9 1.3 研究方法和论文结构 ...................................................................................................11 1.3.1 研究方 法.................................................................................................................11 1.3.2 研究内容与论文结 构.............................................................................................13 第二章 A 家族企业引入职业经理人制度的背景 和相关问题分 析..................................15 2.1A 家族企业简 介.............................................................................................................15 2.1.1 企业概 况.................................................................................................................15 2.1.2A 家族企业的发展历 史..........................................................................................18 2.2A 家族企业传承情况和困 境.........................................................................................19 2.3 引入职业经理人的必要性分析 ...................................................................................21 2.3.1 从企业主的角 度.....................................................................................................21 2.3.2 从企业发展的角 度.................................................................................................22 2.3.3 从员工的角 度..................................................................................