在如今市场经济飞速发展时代背景下，企业之间竞争已经从最开始资本竞争、资源竞争过渡为人才竞争，如何使用科学完善的激励机制调动员工工作积极性、主动性与创造性成为企业管理者关注重点。特别是在如今国有企业深化改革时代背景下，越来越多国有企业开始采取积极手段提升员工激励满意度，进而实现企业可持续发展，但是由于国有企业体制束缚，最终效果并不明显。因此本文在研究过程中就将C市D供电企业作为研究对象，使用文献研究法、案例分析法、实证分析法对该家国有企业激励效果进行分析，从公共管理学角度出发力求能够为我国国有企业解决多年来发展中所存在的人才激励效果不到位问题提供一定思路。通过本文研究，主要得到以下几点结论：

从目前D供电企业激励现状角度看，主要激励手段包括薪酬激励、培训激励、荣誉目标激励等，但是这些激励手段也存在一定问题主要为薪酬福利激励效果较差过于关注短期成绩、培训激励效果有限以及缺乏较为明确的职位晋升机制。企业目前所采取的物质激励对于提高员工激励满意度具有显著正向影响，在进行研究过程中为了能够保证所得到的结果可以真实反映出D供电公司的激励效果满意度，对调查问卷进行了反复的斟酌、修改与完善，最终得到了准确的调查问卷。通过所得到的问卷调查结果与分析结果可以发现，在结构方程模型中，通过对路径回归系数分析可以发现物质激励对激励满意度标准化路径系数为0.344，其对应P值为0.000，小于0.001显著性检验水平。企业目前所采取的培训激励对于提高员工激励满意度具有显著正向影响，通过所得到的问卷调查结果与分析结果可以发现，在结构方程模型中，通过对路径回归系数分析可以发现培训激励对激励满意度标准化路径系数为0.374，其对应P值为0.000，小于0.001显著性检验水平。在此基础上，为了能够帮助D供电企业在今后更好的提升本企业员工激励满意度，本文也提出了两点建议对策，主要为进一步优化物质激励以及改善员工培训激励。

Under the background of the rapid development of the market economy, the competition between enterprises has transitioned from capital competition and resource competition to talent competition. How to use scientific and perfect incentive mechanisms to mobilize employees' work enthusiasm, initiative and creativity has become the focus of business managers’ attention . Especially in the context of the deepening reform of state-owned enterprises today, more and more state-owned enterprises have begun to take active measures to improve employee incentive satisfaction, thereby achieving sustainable corporate development. However, due to the constraints of the state-owned enterprise system, the final effect is not obvious. Therefore, in the research process of this article, the power supply company in C city D is taken as the research object, using literature research method, case analysis method, and empirical analysis method to analyze the incentive effect of this state-owned enterprise. Enterprises provide certain ideas to solve the problem of insufficient talent incentive effects that have existed in their development for many years. Through the research of this article, the following conclusions are mainly obtained:

From the perspective of the current incentive status of D power supply companies, the main incentives include salary incentives, training incentives, promotion incentives and corporate culture incentives, but these incentives also have certain problems. The main reason is that the effects of salary and welfare incentives are poor and too much focus on short-term results and training incentives. The effect is limited and the lack of a clearer promotion mechanism. The current material incentives adopted by enterprises have a significant positive impact on improving employee incentive satisfaction. In the research process, in order to ensure that the results obtained can truly reflect the satisfaction of the incentive effect of D Power Supply Company, the questionnaire was repeated After careful consideration, modification and improvement, an accurate questionnaire was finally obtained. Through the obtained questionnaire survey results and analysis results, it can be found that in the structural equation model, through the analysis of the path regression coefficient, it can be found that the standardized path coefficient of material incentives to incentive satisfaction is 0.344, which corresponds to a P value of 0.000, which is less than 0.001 significance Inspection level. The development incentives currently adopted by enterprises have a significant positive impact on the improvement of employee incentive satisfaction. The results of the questionnaire survey and analysis can find that in the structural equation model, through the analysis of the path regression coefficient, it can be found that the development incentives have a positive effect on the incentives. The standardized path coefficient of satisfaction is 0.374, which corresponds to a P value of 0.000, which is less than the significance test level of 0.001. On this basis, in order to be able to help the D power supply company to better improve the satisfaction of the company’s employees in the future, this article also puts forward two suggested countermeasures, mainly to further optimize material incentives and improve employee development incentives.