近年来，随着改革进程的不断深入推进，社会对于国企高管薪酬问题的关注度一直 居高不下，而且作为国企改革的重要组成部分，研究设计更加符合现代市场经济体系的 高管薪酬制度是当务之急。2009年以来，为充分发挥高管薪酬的激励和约束功能，政府 多次制定相关政策，在积极促进高管薪酬合理化进程中发挥了重要作用。但是，根据现 有研究分析发现，我国国企高管薪酬体系仍存在一些弊端，如高管薪酬与绩效脱钩、高 管薪酬结构单一等问题。在我国的经济体系中，合理的国企高管薪酬制度对于改善企业 绩效、提升企业价值乃至刺激国民经济的持续健康发展起着至关重要的作用。因此，在 经济结构深度调整的大背景下，科学设计、不断优化的国企高管薪酬体系，不仅十分必 要而且已经迫在眉睫。 本文在现有理论基础上，简单阐述了我国国企高管薪酬改革历程，从制度发展脉络 中加深了对国有企业特殊性的理解。并且通过数据库分析，对我国国有上市企业高管薪 酬现状进行了研究，总结了我国国企高管薪酬与绩效脱节、高管身份多样化等特点。进 一步发现，国企经营性质（市场竞争或垄断）、高管人员薪酬的选拔聘用方式、企业高 管人员身份认定、薪酬标准和薪酬考核等因素会对高管薪酬有影响，对国企高管实行差 异化的分类化管理十分有必要。然后选取G公司作为案例研究对象，进行深入具体分析。 G公司作为国企改革试点企业，在高管薪酬改革方面已经取得了一些成绩，对经营班子 实行了市场化选聘、契约化管理，构建了绩效导向的薪酬体系，健全了激励约束机制。 因此，本文选择G公司作为案例具有一定代表性。 通过对G公司的现行高管薪酬管理制度进行分析，总结出该公司高管薪酬制度的优 势和进一步优化的可行性方案，可以为相同类型的国有企业进一步改革提供了一定的理 论支持及借鉴意义。本文发现通过完善法人治理结构、分类激励、动态激励等措施可以 一定程度上解决G公司目前高管薪酬存在的问题，也可以在一定范围内为我国国企改革 提供新的思路。而且，本文着重于对公司内部影响因素的研究，包括组织架构、公司治 理、薪酬激励等方面，这也使得研究结论更具有可操作性，进一步拓展了国企高管薪酬 的研究视角。 关键词：国企高管；薪酬管理；动态激励；分类管理 II Abstract As an important part of the reform process of state-owned enterprises,in recent years, the society has paid high attention to the issue of executive compensation in state-owned enterprises. The government has formulated relevant policies to promote the process of rationalization of executive compensation.However, according to the existing research and analysis, there are still some drawbacks in executive compensation of state-owned enterprises in China, such as the decoupling of executive compensation and performance, and the single structure of executive compensation. Executive compensation system is closely related to the degree of marketization of state-owned enterprises, and further related to the process of reform of state-owned enterprises in China. Therefore, under the background of the rationalization of China's economic structure, the establishment of a reasonable executive compensation system will help to enhance the comprehensive strength of enterprises. This paper briefly expounds the process of executive compensation reform in state-owned enterprises in China, and deepens the understanding of the particularity of state-owned enterprises from the context of institutional development based on the existing theoretical basis. And then it studies the current situation of executive compensation in state-owned listed enterprises in China through the database analysis, and summarizes the characteristics of these enterprises, like the disconnection between executive compensation and performance, and the diversity of executive identity. It finds out that factors such as the nature of state-owned enterprises (market competition or monopoly), the selection and employment of executive compensation, the identification of executive identity, salary standards and salary assessment will have an impact on executive compensation. It is very necessary to implement differentiated and classified management for senior managers in state-owned enterprises.This paper picks G company as the case study object. G company has made some achievements in the reform of executive compensation in the pilot enterprises of operating state-owned enterprises. It has carried out market-oriented recruitment and contractual management for the management team, constructed a performance-oriented compensation system, and improved the incentive and restraint mechanism. Through the analysis of G company's executive compensation management system,this paper summarizes the advantages of the company's executive compensation system and the feasibility of further optimization, which can provide certain theoretical support and reference for the further reform of the same type of state-owned enterprises. This paper finds out that by improving corporate governance structure, classified incentives, dynamic incentives and other III measures, we can solve the current problems of executive compensation in G Company to a certain extent, and also provide new ideas for the reform of state-owned enterprises in China. Moreover, this paper focuses on the internal factors of the company, including organizational structure, corporate governance, compensation incentives and so on,which makes the conclusions more operable, and further expands the research perspective of executive compensation in state-owned enterprises. Key words: senior executive of State-owned enterprise; compensation management; dynamic incentive; classification management IV 目录 摘要 ........................................................................................................................................... I Abstract ..................................................................................................................................... II 第一章 绪论 .............................................................................................................................. 1 1.1 研究背景和研究意义 ..................................................................................................... 1 1.1.1 研究背景 ................................................................................................................... 1 1.1.2 研究意义 ................................................................................................................... 1 1.2 概念界定与文献综述 ..................................................................................................... 2 1.2.1 高管薪酬概念 ........................................................................................................... 2 1.2.2 高管薪酬的基本理论 ............................................................................................... 4 1.2.3 薪酬激励的理论基础 ............................................................................................... 6 1.2.4 高管薪酬的影响因素研究 ....................................................................................... 7 1.2.5 我国国企高管薪酬改革综述 ................................................................................... 9 1.3 研究思路与方法 ............................................................................................................. 9 1.3.1 研究思路 ................................................................................................................. 10 1.3.2 研究方法 ................................................................................................................. 10 1.3.3 研究内容 .................................................................................................................... 11 第二章 G公司概况 ................................................................................................................ 12 2.1 G公司基本情况 ............................................................................................................ 12 2.2 法人治理机制 ............................................................................................................... 12 2.3 运营战略 ....................................................................................................................... 14 2.4 组织架构 .........................................................................