Textile And Garment Industry Must Have Both Ability And Integrity

It includes direct contribution income and indirect income, but in the actual process of performance management, it tends to focus on the former and ignore the latter.

There are also some misunderstandings in the direct contribution. Some HR understand the direct contribution as a business revenue, which is rather one-sided. This will result in the loss of the performance of the functional managers, such as the functions of finance, manpower, R & D, etc., which will be included in the cost center and can not reflect the income. It will often be missed in measuring the performance results. There will often be a weird phenomenon at the year-end performance recognition meeting, that is, the senior executives can not speak when they toast the business executives, because the senior executives are also working hard for a year, but why is there no sense of pride in their performance?

The problem must be in the examination, and there is something wrong with defining the contribution.

This will greatly damage the enthusiasm of functional executives.

From another point of view, how many of the top executives are selling products directly, or by others?

Therefore, in measuring the direct contribution of executives, we should not neglect the senior executives and treat them equally.

In turn, when designing the executive performance target, it should be directly linked to the performance of the company, while business executives should use more functional indicators, especially for the listed textile enterprises. They should not distinguish more functional senior executives from business executives. Their work is not different in essence.

The role of executives in enterprises is basically a team building.

The key words are four links: selecting, employing, educating and encouraging people to stay.

Therefore, the chief role of senior executives should be to teach people by words and deeds, that is, to influence people around them with their own actions. Therefore, the first indicator of top management examination should be "morality", that is, the ethical standards that conform to corporate culture.

The second is professional skills, and of course includes the ability to identify people.

In summary, the top management assessment of textile enterprises should be divided into the following levels: contributions to the enterprise, including direct and indirect contributions, and the impact on enterprises, including the strategic orientation of the company and the influence of corporate culture, must be able to measure the real performance of executives.

In the textile enterprises with strong periodicity, the performance fluctuation is mostly normal. It is very difficult for management to eliminate such periodicity.

Under this premise, the comparison index of the same industry undoubtedly has better reference.

At present, the salary of senior executives advocated by the market is linked to the performance of enterprises, which plays a positive role in effectively stimulating and promoting the healthy and healthy development of the company. However, how to implement it in practice is worth exploring.

The performance of textile enterprises has significant periodicity. On the one hand, this cycle is related to our foreign oriented economic structure. As a global textile country, the demand of textile industry is closely related to the global economy, especially the economic prosperity of Europe and the United States. On the other hand, it also has a certain relationship with the existing textile industry's blind investment and overcapacity.

In recent years, the economic fluctuation of the developed economies is obvious, which directly leads to huge changes in the demand of the textile industry.

Based on the above two reasons, the performance of most textile enterprises is not stable, with the fluctuation of macro-economy, the situation of "ice and fire" is presented.

Under such circumstances, it is obviously not desirable to require executive compensation to fluctuate strictly with the proportion of corporate performance. However, this does not mean that the executive compensation of textile enterprises should not be linked to the level of company performance.

To achieve the linkage between top management performance and business performance of textile enterprises, we can try from the following aspects: first, speed up the pace of equity incentive in textile enterprises, especially listed textile enterprises, so that managers can share the growth of the company and better stimulate the enthusiasm and creativity of management and core technical personnel.

In order to implement equity incentive, the existing Chinese textile enterprises must meet the requirements of the two systems of the SFC and the SASAC, and the relevant regulations of the SASAC ignore our country.

The particularity of the textile industry is too harsh for the textile enterprises. The restrictive component is greater than the incentive components, which is not conducive to the enthusiasm and creativity of the employees of state-owned enterprises.

Secondly, when applying the assessment index, it is suggested that horizontal indicators should be applied for assessment.

In the textile enterprises with strong periodicity, the performance fluctuation is mostly normal. Management can reduce this cyclical effect through efforts, but it is difficult to eliminate this cyclical nature.

In the market, the enterprise form is complex, the market competition environment that the enterprise faces is very different, leading to the complexity of executive compensation in China, and it is difficult to establish a unified salary solution mode.

The executive pay system in China has such problems as single salary structure and disconnection with enterprise performance.

The criteria for evaluating the performance of top executives in China are mainly profit indicators, resulting in a lack of long-term and effective incentives in the design of the compensation system. Long-term incentives such as stock options and restrictive stocks are still in the exploratory stage in our country, even in the most popular listed companies.

For a long time, the remuneration structure of senior managers in domestic listed companies is unreasonable, which is manifested in fixed income, and the short term incentive ratio of bonus equal to the company's performance is very low.

A few listed companies have tried to implement the shareholding plan, but the shareholding plan is only a part of the internal employee stock, but exists only as a form of welfare, rather than as an institutional arrangement for the incentive system, and there is no independent operation mechanism and system guarantee.

The lack of long-term incentive makes the principal-agent problem between shareholders and managers more serious.

The executive pay system is not only a single structure, but also the remuneration of top management of some enterprises is not closely related to the performance of listed companies.

The common problem is that there is no reasonable match between executive pay and management performance of some listed companies: first, it does not really reflect the basic principle of "distribution according to work".

Two, most listed companies only have incentive measures, but there is no punishment mechanism. Even if the enterprises failed to complete their scheduled tasks in the year, executives would not have to bear any liability or material punishment.