企业经营者是企业的灵魂和核心，是决定企业绩效的关键。对经营者如何进行有效的激励就成为企业所要解决的重要问题。我国国有企业改革进入攻坚阶段以后面临的深层次问题，就是加强对经营者的激励。这既是现代企业制度需要长期解决的问题，也是当前国有企业改革一个不容忽视的重要课题。本文是在现代企业理论的框架下，通过对国有企业实际问题进行调查的基础上，对我国国有企业经营者激励机制的理论和实践进行较为系统而全面的研究。论文共分为七部分。第一章导论，论文提出了选题的意义、国内外研究现状，以及论文的研究结构、研究方法及相关概念。第二章论文分析了国有企业经营者激励机制的理论基础。交易费用理论和委托代理理论为国有企业解决委托代理问题，降低交易成本提供了理论分析工具；产权理论为我国产权改革和对经营者实施股权激励提供了重要理论依据；管理学激励理论从人的需要角度出发对经营者进行物质激励和精神激励提供了理论根据；在对理论研究的基础上阐明了论文所要解决的问题。第三章论文分析了国有企业经营者激励机制的实践基础。论文通过对国有企业产权制度改革与公司治理结构的分析，阐明了产权的多元化与公司治理结构的规范是激励机制的制度基础和组织保证；对国有企业经营者激励机制面临的困境进行分析并提出完善激励机制的框架思路。第四章论文研究了发达国家企业经营者激励机制的基本经验。论文主要选取了法国的国有企业及美国、日本的公司制企业经营者激励机制的基本做法，通过对他们经验和不足的总结，为我国国有企业经营者激励机制的完善提供有益的借鉴。第五章论文具体分析了国有企业经营者薪酬激励机制的内容。通过对经营者薪酬激励机制复杂性的分析，分别阐述了目前国有企业实行的年薪激励、股权激励、传统薪酬制度及管理层收购等机制面临的现实障碍及改进措施。第六章论文具体分析了国有企业经营者的精神激励。重点阐述了经营者精神激励的重要性及国有企业经营者精神激励的特殊性，提出了要从事业、权力、声誉、地位及道德情感等方面优化对经营者的精神激励。第七章论文从经营者激励机制的约束环境角度进行了分析。约束也是一种激励，是一种逆向激励。我国要大力发展和完善经理市场、资本市场及产品市场；要加强国有企业法律法规的制定并使之得到有效实施；利益相关者也是重要的约束力量，要充分发挥股东、职工及银行等的约束作用；还要加强国有企业文化的建设，发挥文化的约束力。

As the soul and core of enterprises, managers play a key role in the performance of enterprises. It becomes an important issue for enterprises on the effective motivation of the managers. At the most difficult stage of the reform of State-owned Enterprises (SOEs) in China, strengthening the incentive for managers is in fact the critical problem. It is not only a problem needs solving by modern corporate system in the long-term, but also an important subject we cannot ignore during SOE reform. Under the framework of modern corporate theory, this paper analyzes the theoretical and practical basis of the incentive mechanism for SOEs’ managers in our country based on an investigation into the practical problems in SOEs. It also conducts analysis and research on the salary incentive, spirit incentive and binding environment for managers.The paper consists of seven chapters. The first chapters focuses on the collection of relevant materials which forms the summary of reference documents of the research and gives an introduction to the structure and method of the research.Secondly, the paper analyzes the theoretical and practical basis of the incentive mechanism for SOEs’ managers. It combines the research of theories such as group produce theory, transaction cost theory and principal-agent theory with the reality in enterprises to lead out the topic of the research; by looking into the incentive mechanism for managers in developed countries, the paper sums up the enlightment for the incentive mechanism in China; this paper also points out that the diversity of ownership and standardization of corporate governance structure is the assurance and organizational guarantee for incentive mechanism by analyzing the reform of property rights and the corporate governance structure of SOEs. Further more, after analyzing the difficulties in incentive mechanism for SOEs’ managers, the paper presents the fundamental ideas for incentive mechanism design.Finally, the paper gives an analysis of the incentive mechanism of SOEs’ managers. On the basis of the fundamental ideas for incentive mechanism design, it analyzes the incentive mechanism for managers in three aspects: salary incentive, spirit incentive and binding environment. Firstly, in the view of salary incentive, material incentive is the fundamental and vital incentive for managers. With the analysis of annual salary incentive, executive stock option incentive, Management buyout (MBO) and the traditional pay system, the paper draws the conclusion that our country should mainly adopt annual salary incentive and the model of wage plus bonus. The hard implementary conditions of executive stock option and MBO make the spreading of them in the SOEs unrealistic. Secondly ain the viewpoint of spirit incentive. While receiving salary incentive, managers also need spirit incentive. It is especially important for SOEs’ managers. However, enterprise have not paid enough attention on the spirit incentive for managers up to now, which has reduced the initiative of managers. Therefore, enterprise should apply different types of incentive methods to motivate managers in different respects. Spirit incentive includes career, reputation, power, position, moral emotion and so on. The third viewpoint is the binding environment of incentive mechanism for managers. Constraint is a kind of reverse incentive. It is significant for our country to make great effort to develop professional managers’ market, capital market and production market since market mechanism vitally bound the behaviors of the managers, as well as to enhance the establishment and implementation of laws and regulations on SOEs. To bring the binding effect of stockholders, employees and banks into full play because stakeholders are important binding forces. Moreover, to make use of culture by strengthening the construction of SOEs’ culture.