1、 Introduction
The incentive mechanism mainly relies on a series of useful resources and activities to help employees better join the learning team, stimulate employees' morale and determination, and complete tasks more actively. From the management level, the incentive system is dominated by external factors, which helps to stimulate employees' internal work enthusiasm, and finally achieve the purpose of converting internal incentive into real work incentive. With the arrival of the new era, mankind has entered the era of knowledge economy. In the final analysis, enterprise competition is a kind of human resource competition, which aims to develop and maximize its potential. Human resource incentive mechanism is the most commonly used measure, which not only strengthens the effective management of employees, but also helps to enhance the comprehensive game of employees' creativity and enthusiasm. At present, the competition for talents is fierce, and the flow of talents is becoming faster and faster. A small and medium-sized private enterprise will basically complete the personnel renewal iteration in twoorthree years. In the face of this situation, only by establishing a scientific and effective talent incentive mechanism, can enterprises attract more talents that meet their own development needs, truly give full play to the creativity and enthusiasm of employees, and then promote the qualitative development and long-term development of enterprises. However, at present, Chinese enterprises, especially small and medium-sized private enterprises, do not know enough about the incentive mechanism, and cannot establish and implement a scientific and effective incentive system for the development and success of enterprises. 2、 The role of incentive mechanism in human resource management of small and medium-sized private enterprises
（1） Can improve work efficiency
Human behavior is dominated by motivation, and the generation of motivation needs corresponding stimulation. A person's behavioral motivation is to find development goals and meet their actual needs. Motivation comes from inner tension, and tension comes from people's unmet needs. Therefore, the completion of work is the self-conscious psychological and behavioral state of employees. Enterprises can let employees complete the work assigned by the enterprise according to the internal characteristics of employees. Rewards and punishments are incentives for employees. Rewards are positive incentives and punishments are negative incentives. Both of these two ways can motivate the employees and realize the development goals of the enterprise. In view of the fact that the young people born in the post-90s, post-00s and even the post-10s have started to enter the enterprise, for the generation that emphasizes the reality of personality, the effect of strengthening people's tension through negative incentives has been greatly reduced. This generation will pursue the demand of material as the carrier. For this reason, small and medium-sized enterprises are required to stimulate their employees' enthusiasm and initiative through regular encouragement, and in actual operation, they need to manually put material incentives in the first place, supplemented by spiritual incentives. Only in this way can we reasonably use incentive means to boost the morale of employees, and enhance the centripetal force and cohesion of the enterprise, so as to promote the cooperation between various departments of the enterprise and the smooth development of the enterprise.
（2） Can introduce excellent talents
If small and medium-sized private enterprises want to develop continuously, they need a group of excellent talents who can grow together with the enterprise and contribute their intellectual labor achievements to the development of the enterprise on the basis of good development prospects and good products. Therefore, the human resources department of the enterprise needs to focus on planning the future relationship development of the enterprise and the talent construction to adapt to the future development of the enterprise, so as to enhance the internal drive for the development of the enterprise. For employees, professional leadership, good working atmosphere and fair reflection and recognition of their labor value are the key factors for their retention. Therefore, enterprises need to use a variety of incentive and restraint mechanisms to ensure the realization of the above elements. At the same time, for some high-level talents who have a full impact on the core competitiveness of the enterprise, the enterprise also needs to do a good job in ladder planning and design an incentive mechanism to adapt to high-level talents to attract and retain them, so as to ensure the stable development of the enterprise and enhance the pressure resistance and adaptability of the enterprise.
3、 The establishment of human resource incentive mechanism in Enterprises
（1） Establishing diversified human resource incentive mechanism
The establishment of human resource incentive mechanism must start from the reality of small and medium-sized private enterprises, give full play to the role and diversity of incentive mechanism, give full play to the role of incentive mechanism in human resource management, and make human resource management mode further innovate in enterprise human resource management. Combined with the enterprise management concept, the establishment of diversified human resources incentive mechanism should start from the following three aspects: first, establish the unity of enterprise goal incentive and employee incentive; Second, enhance the spiritual motivation and improve the self-confidence and enthusiasm of employees; Third, pay more attention to emotional motivation, strengthen employees' recognition of the enterprise, so as to encourage employees to work actively.
（2） Establishing a corporate culture platform suitable for human resource management of small and medium-sized private enterprises
The construction of enterprise culture is the key to the construction of enterprise human resource management platform and an important link to improve the efficiency of enterprise management. First of all, we should build a good corporate culture platform on the basis of consensus among all employees, so that all employees can see and feel the function, value and role of corporate culture. Secondly, in the process of corporate culture construction, starting from the actual situation of small and medium-sized private enterprises, we should pay attention to setting up spiritual examples and benchmarking, so as to provide the correct direction and values for building a successful corporate culture. Finally, once the corporate culture platform is established, it is forbidden to change day and night. Culture is the extraction of the essence from the dross of the long-term development history of the enterprise. Therefore, it is forbidden to change day and night. On this platform, establish and improve various systems and mechanisms, create the basic content and core of corporate culture, and give full play to the role and value of corporate culture in human resource management.
（3） Perfecting the salary incentive mechanism of enterprise human resource management
The ultimate goal of the enterprise is to survive and develop better. In order to achieve this ultimate goal, the owner of the enterprise weighs the contradiction between the development cost of the enterprise and the labor remuneration of the employees in the aspect of enterprise human resources. To solve this contradiction, the human resource managers of the enterprise need to build a set of salary incentive mechanism that adapts to the development of the enterprise and is market-oriented and differentiated from the competitors, so as to achieve a benign incentive mechanism that cares about the development and growth of employees within a certain period of time and does not sacrifice the stamina of enterprise development. Through this set of benign incentive mechanism to dynamically adjust the company's human resource management, so that the actual income of employees is directly proportional to the expected salary level. In addition, the establishment of salary incentive mechanism should dynamically and systematically improve the salary incentive system according to the basic characteristics and specific conditions of human resource management and the company's own operating conditions, properly manage and systematically standardize the salary incentive system, so that employees can be fair and just, benefit from broader and longer-term development, and finally persuade the company to create a scientific and effective platform for human resource management to adapt to the current market.
When establishing the company's human resource management mechanism and system, attention should be paid to the establishment of rapid feedback channels and systematic evaluation, which should be reflected in all human resource management work. Through comprehensive testing, strict evaluation and correct evaluation, human resource management should be more systematically managed and encouraged. First of all, the company should establish a talent pool archive platform according to the characteristics of employees' activities, production and other work processes, and establish a comprehensive and accurate information collection system according to the company's business conditions and the requirements for employees' positions and skills, so as to stimulate the potential ability of employees and organizations and continuously motivate them. The second is to promote the development of human resources system that meets the current market demand and gradually adapt to the development of human resources system that meets the current market demand. Finally, establish a performance appraisal registration system on the perfect talent pool Archive Platform, maintain a complete archive database, serve the future promotion and self-development of employees, and improve the performance appraisal mechanism.
4、 Application of incentive mechanism in human resource management
（1） Institutional incentives
1. institutional incentives should be fair. In the process of enterprise construction, the sense of fairness formed by the responsibilities and rights given to the employees will motivate the employees to varying degrees. At present, small and medium-sized private enterprises often regard the salary, especially the incentive part, as a kind of business secret in the actual operation process, and do not allow employees to inquire about each other. Some even the department heads do not know the real performance of their employees. However, there is no airtight wall in the world. Employees will know the exact or more accurate performance of others from various channels. Therefore, when employees feel unfair when comparing their output and input relationship with other employees, and after the operation of the so-called trade secrets mentioned above, employees will be more confident that the incentive mechanism is fair, which will lead to disapproval and mistrust of the enterprise, and thus have a negative impact on employees' enthusiasm and work enthusiasm. Therefore, the enterprise must give appropriate compensation according to the employees' input to the work, and ensure that the employees' input and output are appropriate, so that the employees can have a sense of fairness in their work.
2. institutional incentives stimulate competition. The incentive system should not only reflect the principle of fairness, but also establish an appropriate evaluation system to stimulate the competitiveness of the company's employees through more specific actions, so that the company's employees can continuously tap their potential, better serve the development of the enterprise, and achieve a good relationship between the enterprise and employees. In addition, the incentive system should have a certain attraction to the company's high-quality employees to ensure the company's internal stability, development stability and strong competitiveness.
3. the system incentive should be scientific. Incentive mechanism must be scientific. The growth path of small and medium-sized private enterprises has its original sin. Most of the managers engaged in human resources are non professionals, and they have not obtained the professional qualification certificate of human resources management certified by the state. They only use the Internet recruitment platform to meet the personnel recruitment needs of private enterprises in a specific period of time, which may be non professionals at the top, and more of them are closely related to the business owners. Therefore, how to establish a set of institutionalized and procedural incentive mechanism, and the incentive mechanism in line with the actual situation of the enterprise, is a test for the human resource managers of small and medium-sized private enterprises. Introduce professional human resource management professionals, collect, sort out and study the incentive information of the enterprise, timely understand the real needs of the company's employees, accurately evaluate the work quality of the company's employees, make the incentive system adapt to environmental changes, make the incentive system more targeted, establish a scientific and systematic incentive mechanism, effectively stimulate the work effect and efficiency of the company's employees, and become the cornerstone of the efficient development of enterprise production and operation.
4. the incentive system should have reasonable differences. The enthusiasm of employees will be affected by many factors, including the company's environment, the relationship between employees, personal development and future development, as well as the age, gender and professional ability of employees. These factors will have different effects on the development of the company. Therefore, when formulating the incentive mechanism, we need to consider the actual situation of the company, development characteristics and differences among employees, rather than simply determine the incentive system based on whether we are nepotism with the business owners and seniority. We need to build an incentive mechanism that can be promoted or demoted, and can enter and leave. For some abnormal personnel in small and medium-sized private enterprises, we can directly establish a merit wall so that they do not disturb the normal incentive mechanism, So as to ensure the incentive system to achieve good results.
（2） Material incentives
1. improve the salary system to make it have incentive function. First, improve the management level, shape the post responsibilities and rights, and transform the managers into managers; At the same time, we should strengthen democratic governance and transparency that is open and fair, and truly reflect the principle of doing more, investing more, investing more, and reaping more benefits; Second, employees' wages should not be lower than the average level of the same industry. Third, provide generous remuneration to innovators (such as rationalization suggestions, technological innovation, management innovation, etc.) to stimulate employees' enthusiasm for scientific and technological innovation; Fourth, we can use the welfare system to retain talents.
2. discuss the employee stock ownership plan. Employee stock ownership plan (ESOP) is a system that can design different holding forms for each object to achieve its goals. ESOP helps employees work hard, attract talents and improve the competitiveness of enterprises. At the same time, it can retain talent. Only with a good distribution relationship can employees focus on their work, release their creativity and initiative, and truly realize the common development of individuals and enterprises. During the implementation of the employee stock ownership plan, the small and medium-sized private enterprise owners should keep their promises. They should not issue policies and unilaterally tear up the contract if they feel that the enterprise has a good development momentum for a period of time.
3. adopt the principles of distribution according to work and distribution according to capital in the distribution system. The distribution and reward are in the form of salary, bonus, equity, bonus, welfare, etc. Generally speaking, the distribution policy is based on labor, carried out among individuals, and opposes equalitarianism; For example, some enterprises reformed the distribution system, implemented basic wages plus performance incentives, and improved the fairness of salary distribution. Employee stock ownership should be implemented in equity, but it should be tilted to talented and responsible people, which helps to form a backbone.
（3） Spiritual motivation
1. honor incentive. Staff members hope to be recognized after work, have the opportunity to be respected, and receive positive evaluation and respect from others, so as to become a bridge to establish good relations with others. Therefore, the rational use of honor can produce a good incentive effect to motivate employees. Allowing employees to participate in enterprise management fully reflects the people-oriented enterprise management concept and the people-oriented management concept. For employees, this honor is supreme.
2. incentive methods to improve personal ability. Knowledge and wealth are equally important. Many people begin to pay attention to updating their knowledge reserves and acquire new knowledge and skills through learning. This learning provides a reference for helping enterprises formulate these incentive measures. By educating and motivating employees to improve their enthusiasm, more training and research can be carried out to help employees continuously improve their skills.
3. improve motivation. Promotion here refers to position promotion, which in essence refers to power promotion. Some enterprise employees have specific requirements for their positions. To this end, the enterprise can provide these people with promotion opportunities, meet the power requirements, perform their duties with high quality under the supervision of the enterprise, and improve the efficiency of the internal affairs of the enterprise.
（4） Cultural incentives
1. establish a good cultural atmosphere. Harmonious society is the theme. By establishing harmonious interpersonal relationships, employees can work in a trust, honest and open environment, and the enterprise can become a healthy enterprise. A harmonious indoor environment can enhance the cohesion of the enterprise, make employees work efficiently and make the development of the enterprise more reliable. In addition, employees working in a harmonious and healthy enterprise will have a positive attitude, and employees can actively pursue personal goals and enterprise development. Therefore, we need to establish a people-oriented corporate culture and build a harmonious enterprise.
2. build enterprise culture. Corporate culture has a great impact on human resource management. In the process of its formation and development, corporate culture will have an impact on the characteristics of higher-level managers and employees. Advanced and scientific corporate culture can not only improve the competitiveness of enterprises, but also have a decisive impact on the survival and development of enterprises. However, the corporate culture cannot remain unchanged. It must be adapted and improved to adapt to market changes and social development.
5、 Conclusion
The goal of human resource management is to take people as an important resource for enterprise development. Scientific and rational use of these resources to improve the comprehensive strength of enterprises is an important part of the success of enterprises. Business development; Human capital; The use of human capital refers to the professional knowledge, skills and personal abilities of employees. Therefore, in order to achieve the long-term development of the enterprise, the enterprise must obtain the support of the enterprise employees. The enterprise managers should ensure that the company and its employees always maintain a harmonious relationship and do not regard it as a tool for the development of the company. Through the incentive mechanism, the talent development goals should be combined with the actual needs to stimulate the enthusiasm of the enterprise employees and have a positive impact on the development of the enterprise, so as to achieve the development goals of relevant employees according to the actual needs, Achieve personal and common development goals.