随着民营企业的高速发展,家族企业规范化管理已成为共识。职业经理人队伍逐渐壮大,企业主对经理人大都采用年薪制,有些企业也尝试采用模拟股权制度,设定业绩指标并辅之考核是目前大多民营企业的普遍现象。经济增加值在国资委系统采用的比较多,而在民营企业运用还处于探索阶段。 With the rapid development of private-owned enterprises, the standardized management of family-owned enterprises has become the consensus. The team of professional managers is gradually expanding. Most employers adopt the annual salary system for most managers. Some enterprises also try to adopt the simulated equity system. Setting the performance indicators together with the assessment is the common phenomenon in most private enterprises. The added value of economy is more adopted by SASAC system, while the application of private enterprises is still in the exploratory stage.