This new business growth can be attributed to the continued success of manulife - sinochem s first - to - market profit - sharing product , and its uniquely packaged investment - linked rider and profit - sharing plan 業(yè)務(wù)取得驕人增長,全因中宏保險率先于市場推出分紅產(chǎn)品的銷售成績持續(xù)理想,以及投資連系附加保障及分紅計劃等產(chǎn)品設(shè)計別樹一幟。
Manulife - sinochem is a recognized market leader in shanghai , having introduced a number of industry firsts into the china insurance market . manulife - sinochem introduced the first profit - sharing life insurance policy in china ; the concept of family medical insurance ; and investment - linked rider packaged with a profit - sharing plan that provide family protection , retirement saving , and investor - choice wealth accumulation , all in one policy 中宏保險現(xiàn)為上海的保險業(yè)翹楚,率先在中國保險市場引進多項嶄新的保險產(chǎn)品,包括推出中國首張分紅人壽保險保單推行家庭醫(yī)療保險概念及將投資連結(jié)附加保險與分紅保險結(jié)合,成為一張集家庭保障退休儲蓄及投資理財于一身的保單。
According to the incentive theories , this paper inquires into the current conditions of the incentive policy of high - tech enterprise in china , explains that the objects involved in the incentive policy include the departments and the key human resources , put forward that the sales department and the department of research and development should be given the profit - sharing plan , other departments , the revenue - sharing plan , and the key human resources , the two long - term incentive policy - stock options and phantom stocks 吸引并留住優(yōu)秀人才的關(guān)鍵是建立有效的激勵機制。借鑒有關(guān)激勵理論,本文指出高新技術(shù)企業(yè)的內(nèi)部激勵對象有兩類,一是企業(yè)內(nèi)部各個部門,二是企業(yè)的中高層管理人員和技術(shù)人員等核心人力資源。針對我國高新技術(shù)企業(yè)內(nèi)部激勵機制現(xiàn)狀,本文提出應(yīng)對企業(yè)內(nèi)各部門實行集體激勵機制,對中高層管理人員和技術(shù)人員實行長期激勵機制。
Current pay system is designed to reward the employees on two basis - fixed and variable . fixed pay ties to employees " academic qualification , working experience and seniority . variable pay ties to employees " contribution to the business goal , such as " profit - sharing plan " and " gain - sharing plan " , which is based on predetermined measure of group performance but not on individual efforts 今天,我們處于講求經(jīng)濟效益的社會,薪酬必須與績效掛鉤,現(xiàn)代薪酬制度把薪酬分成固定和浮動兩部份,固定薪酬部份根據(jù)員工的學(xué)歷、有關(guān)工作經(jīng)驗和在企業(yè)的年資而定;浮動薪酬部份以員工對企業(yè)目標作出的貢獻為基準,如營利分享計劃和利潤分享計劃,重視的是團隊精神而不是個人表現(xiàn),因為工作是互相影響的。