企业在推行股权激励计划的过程中也带来了较多的公平问题，这些具体的公平问题存在于公平内容的三个组成部分之中。这里提出并分析了济南股权激励中存在的具体公平问题，如下分析：

Enterprises have also brought many fairness issues in the process of implementing equity incentive plans, and these specific fairness issues exist in the three components of fairness content. Here, specific fairness issues in equity incentives in Jinan are proposed and analyzed, as follows:

（1）企业高管与核心技术人才、核心业务人员股权分配不公平。

(1) The equity distribution among senior executives, core technical talents, and core business personnel is unfair.

企业在股权分配中存在着重视高管而严重轻视核心技术和业务人员的问题。绝大多数企业侧重于对企业高管实施股权激励，基本上没有针对核心人才的股权激励安排。虽然也有一部分企业推行更为全面的股权激励计划，但是针对人才的股权激励也存在着激励不足，涉及人员少等问题。

There is a problem that companies attach importance to senior executives and seriously despise core technology and business personnel in equity distribution. The vast majority of enterprises focus on implementing equity incentives for corporate executives, and there are basically no equity incentive arrangements for core professionals. Although some enterprises have also implemented more comprehensive equity incentive plans, there are also problems such as insufficient incentives and fewer personnel involved in equity incentives for professionals.

（2）管理层内部股权分配不公平问题。

(2) The unfair distribution of equity within the management.

一方面，高管团队内部存在分配不公平的问题。具体来讲，就是如何确定高管之间的差异，按照什么标准来确定，也就是如何把握激励水平的内部差异和结构控制的问题。现在大部分企业一般按照职务价值来确定高管人员的股权分配比例，但是这样就会对曾经做出过巨大贡献但现在职务不太高的管理者不公平。

On the one hand, there is a problem of unfair distribution within the executive team. Specifically, it is the question of how to determine the differences between senior executives, and by what standards, that is, how to grasp the internal differences in incentive levels and structural control. Currently, most enterprises generally determine the equity distribution ratio of senior executives based on job value, but this would be unfair to managers who have made significant contributions but are not currently in high positions.

另一方面，高管与普通管理者存在分配不公平问题。股权激励计划着重激励高层管理者，忽视了对整个管理层的同步激励，造成了整个管理层的股权分配和收入严重畸形，使中基层管理者产生强烈的不公平感，尤其会使那些具有潜能和天赋成为企业的高管并能对企业未来发展产生重大影响的普通管理者不满。

On the other hand, there is a problem of unfair distribution between senior executives and ordinary managers. Equity incentive plans focus on motivating senior managers, ignoring synchronous incentives for the entire management, resulting in serious distortions in equity distribution and income for the entire management, creating a strong sense of unfairness among middle and grassroots managers, especially ordinary managers who have the potential and talent to become executives of the enterprise and can have a significant impact on the future development of the enterprise.

（3）企业高管的收益和风险、责任不平衡问题。

(3) The imbalance between income, risk, and responsibility of corporate executives.

作为理性人的企业高管倾向于凭借自身掌握的巨大资源和力量，追求自身利益的大化，尽量使自己可以获得的收益大于自己承担的风险和责任。于是，在许多企业的股权激励实施中，我们会经常看到企业的高管可以轻而易举的获得高额的回报，而自身却不用承担相应的约束、责任和风险，特别是在上市公司中，股权激励很容易演变成内部管理者获取更多个人利益的一种工具。

As a rational person, corporate executives tend to rely on their vast resources and power to pursue the maximization of their own interests, and try to make the benefits they can obtain greater than the risks and responsibilities they bear. Therefore, in the implementation of equity incentives in many enterprises, we often see that executives can easily obtain high returns without bearing corresponding constraints, responsibilities, and risks. Especially in listed companies, equity incentives can easily evolve into a tool for internal managers to obtain more personal benefits.

（4）忽视其他员工的贡献和努力。

(4) Ignore the contributions and efforts of other employees.

这个是时代已经不是仅靠某个人或某几个人的努力就可以使企业取得成功的时代了，企业的发展与成功越来越依靠团队和集体的力量和努力。企业的每一位员工都与企业的生存和发展息息相关，而企业对少数的高管团队和核心人才的股权激励，会使其他对企业的发展做出过努力的员工认为自己的努力被忽略，感到非常不公平。

This is an era in which the success of an enterprise can no longer be achieved solely by the efforts of one person or a few people. The development and success of an enterprise increasingly rely on the strength and efforts of teams and collectives. Every employee of an enterprise is closely related to the survival and development of the enterprise, and the equity incentives provided by the enterprise to a small number of senior management teams and core talents can make other employees who have made efforts to the development of the enterprise feel that their efforts have been ignored and feel very unfair.

股权激励还有一个非常重要的目的：通过公平、公正地实施股权激励计划，可以为企业所有员工树立良好的榜样，使广大员工都看到通过自己的努力获得股权的希望，进而提高广大员工的的公平感、忠诚度和动力。更多相关内容点就来我们这里http://www.guquanzhanlue.com咨询了解吧!

Equity incentive also has a very important purpose: By implementing equity incentive plans fairly and impartially, it can set a good example for all employees of an enterprise, enable them to see the hope of obtaining equity through their own efforts, and thereby improve their sense of fairness, loyalty, and motivation. More relevant content points come here http://www.guquanzhanlue.com Consult and understand!