摘 要 全球金融危机后，世界经济下滑，我国各行业领域因此也都相继出现了经济增速下滑的现象。目前，我国正处于中国特色市场经济转型的关键时期。作为对新中国的高速发展做出过巨大贡献的传统制造行业，在过去有着辉煌的历史成绩。但目前，在我国经济、政治体制改革已进入了深水区的背景下，传统制造行业存在的各种问题相继暴露：国有资产流失，生产效率低下，市场竞争力衰退、员工管理疲软等等。在众多问题中，最核心的问题就是激励机制问题。 随着经济全球化的变革和我国中小企业的蓬勃发展，国有企业的经营正处于一个艰难的时期。X公司一分厂要想在这一艰难的时期维持生存、谋求发展，必然要具有强大的核心竞争力。人才作为竞争力的来源，是企业能否生存和发展的重要保障，因此如何有效地激励核心人才为公司服务，就成为了企业管理中的重点。 本文依据人才激励的理论与X公司的现状，为该公司制定了一个《员工综合评价积分管理办法》。这个办法借鉴了人才激励的经验与激励制度各个方面的建议，旨在以正向的激励制度为核心，对企业核心人才实行积分累计的奖励制度，从而实现企业对人才的科学管理，依托其建立科学合理的人才评价、培养与选用的人力资源管理制度，从而激发人才的创新思维，提高企业的整体素质，最终形成企业强大的核心竞争力。针对企业的问题，预测分析在方案实行后可能存在的问题，提出解决的措施，最后是对该方案的自我评价。积分管理制度是一套可行的激励制度，将在该公司的实际管理中发生重要作用，并对于有相同问题的其他企业也有一定的参考意义。

ABSTRACT After the global financial crisis, the world economy declined sharply. Various sectors of different industries in China have also appeared the phenomenon of economic growth declining. At present, our country is in the key period of the transformation of market economy with Chinese characteristics. As a great contribution to the rapid development of new China, the traditional manufacturing industries have a glorious history in the past. But nowadays, under the background of China's economic and political system reform entering a deep water area, the various problems existing in the traditional manufacturing industries have been exposed: the loss of state-owned assets, the low production efficiency, the recession of the market competitiveness , weak staff management and so on. Among these many problems, the core one is the incentive mechanism. With the development of economic globalization and the rapid development of small and medium-sized enterprises in our country, the operation of state-owned enterprises is in a difficult period. X-company, in order to survive this difficult period and to seek future development, must have strong core competitiveness. Talented staff, as the source of competitiveness, is an important guarantee for the survival and development of enterprises. So how to effectively motivate the core talent for the company has become the focus of enterprise management. Based on the theory and the status of X-company's incentive, the paper made a comprehensive evaluation of employee "integral management measures" for the company, which took suggestions from the experience of talent incentive and incentive system and were meant to stimulate the talents of innovative thinking, improve the overall quality of enterprises, and ultimately the formation of strong core competitiveness of enterprises via the establishment of talent evaluation, a scientific and reasonable training and selection of human resources management system of this kind which rely on the positive incentive system as the core, the reward system for talented people in core of the enterprise. Aiming at the existing problems in the enterprise, the paper forecasted and analyzed the possible problems after carrying out the plan, put forward the solutions and eventually gave the self-evaluation about the plan. Integral management system is a feasible incentive system, which will play an important role in the actual management of the company as well as give a possible reference to some other companies with the same problems.