Chapter 20 Chapter 19 Encouragement, Eternal Theme

The so-called incentive, in terminology, means that the organization stimulates, guides, maintains and plans the behavior of members of the organization by designing appropriate forms of external rewards and working environments, with certain behavioral norms and punitive measures, and with the help of information communication. Systematic activities that effectively achieve the goals of an organization and its members.For enterprises, motivation is an eternal theme.To fully mobilize the enthusiasm of employees and achieve the smooth realization of corporate goals, managers should understand the correct personnel incentive principles and formulate effective incentive measures.

Rewards should be equal to the degree of contribution. This is an important psychological principle of rewards. It embodies the characteristics of rewards based on contributions, making rewards a guiding goal, stimulating people's enthusiasm and creativity, and giving full play to their intellectual and non-intellectual factors. Create more wealth for the enterprise.If incentive measures are not based on performance appraisal and are not distributed reasonably according to the contribution of employees, they will not play a positive guiding role. The most commonly used method of reward is the bonus, which is a material reward expressed in currency. It is undoubtedly an external reward that can meet the low-level needs of individuals.However, the value of the bonus also marks the quality and quantity of people's excess labor, and shows the level of people's efforts and abilities, so it also has the meaning of internal rewards.What kind of reward the bonus can play depends on the method of bonus distribution.Proper method can make it play the dual role of internal reward and external reward, and can be used as an important means to mobilize employees' enthusiasm for production; if the method is not proper, no matter how much you send, it can only play the role of external reward, and even cause interpersonal conflicts , affecting the enthusiasm of employees.

How can bonuses act as incentives?Then, in the process of allocating bonuses, it should be linked to "two ends", and one end should be linked to the benefits of operations. Those who perform well and create more excess profits can get more, while those who perform poorly and fail to meet the profit quota cannot get less or less. take.On the other hand, it should be linked with the personal achievements of the employees, and the rewards should be awarded according to the quality and quantity of the tasks completed by the individual.Over-production and high-quality products are often issued, and those that are not over-production and of low quality are not issued.Only in this way can the original intention of the bonus be reflected.Employees not only regard this kind of bonus as a material guarantee to meet their physiological needs, but also see the quality and quantity of their labor, their own ability and effort, and the evaluation of their leaders and others from the bonus. A sign of personal achievement.In this way, bonuses become a unified thing that meets employees' low-level needs and high-level needs, external needs and internal needs, and the incentive effect of bonuses can be fully exerted.

Let's make our dreams come true This is a high-tech company, mainly engaged in computer software and hardware services. The company was established in 2001, and by 2003 it had become well-known in the industry. There are not many members in the company, only more than ten people.The boss, Xu Yang, is a very individual person. He always likes to tell his employees about his dreams, and at the same time encourages them to always look for their dreams and work hard for them. Not only that, as the general manager, Xu Yang also regards helping employees realize their dreams as an important task, and regularly holds dream conferences.At the conference, every employee can talk about their dreams, and then everyone discusses how to realize this dream.Some said they wanted to earn 50,000 yuan within two months; some said they wanted to travel to Paris with their lovers; some said they wanted to get a new Dell laptop, etc.

After listening to their dreams, Mr. Xu organized everyone to discuss whether this dream can be realized in a short time. Once it is confirmed that it can be realized, he will discuss with everyone how to realize it.As the boss, according to the amount of money and energy the company needs to spend to help them realize their dreams, he sets different work goals for them and sets a good completion date, such as increasing sales by 20% within three months, and increasing sales within half a year. Develop financial software suitable for small and medium-sized enterprises.He will conduct follow-up investigations on everyone and formulate strict performance appraisal methods.During this process, he will often come out to help everyone so that they can realize their dreams as soon as possible.Once the set work goals are completed within the specified date, he will represent the company and present them with a dream gift—of course it is the dream he himself wants.

He often encourages employees that people must have dreams, and they should work hard to realize their dreams. As long as your dreams are reasonable, when you work hard to a certain extent, your dreams will naturally come true. For employees, this is not a direct reward. It does not come as quickly as money, but it is the reward for everyone's hard work. The joy of working hard for their dreams cannot be expressed in words.Therefore, the loyalty of the company's employees is quite high, the combat effectiveness is very high, the morale is like a rainbow, and the performance is of course growing rapidly.As the owner of the company, Xu Yang is of course happy, because the company's performance is improving rapidly, and his dream has come true.

As a company owner, of course, he must try his best to make the performance grow rapidly. The key factor of course depends on the enthusiasm of the employees. The motivation method of the protagonist in the case is worth learning for small entrepreneurs.Rewards should take into account the differences in individual needs. The same reward content or form may have different incentive effects for different people or different periods of a person.According to the hierarchy of needs theory, different reward contents and forms will be used for different individuals, which will have a better effect.

The fairness theory was put forward by the American psychologist Adams.This theory is also called social comparison theory, which mainly discusses the influence of the fairness of reward distribution on employee enthusiasm.According to Adams, employee motivation is influenced by both absolute and relative rewards.That is to say, everyone makes two types of comparisons of a different nature, both of which create a sense of injustice.One is called social comparison, that is, comparing the labor and remuneration paid by oneself with others; the other is called historical comparison, that is, to make a vertical and historical comparison of the labor and remuneration paid by oneself now with the past.After social comparison and historical comparison, if the ratio is the same, it is considered fair and reasonable and satisfied, so that you can feel comfortable and work hard, otherwise you will feel unfair and unreasonable and affect your work mood.

The enlightenment given by fairness theory is that fairness is a balanced and stable state, and employees will feel psychologically tense and uneasy if their remuneration is too high or too low.Therefore, in order to eliminate and reduce this nervousness, you have to make employees feel more satisfied when comparing the two properties. Management Methods Seventy Years Ago The management method of Baoyuantong Department Store in the 1940s was: promotion and awards were determined entirely by the results of the assessment.The content of the assessment includes four aspects of "will, ability, work, and action". The assessment is made every six months. The basis for the assessment is mainly the diaries of the team leader and the store picket. performance in these four areas.Personnel above the team leader and those who do not belong to the sales team will be assessed directly by the personnel department.

After such an assessment, it is possible for employees to climb up step by step from a monthly salary of 0.5 yuan, all the way to the peak of Baoyuantong's "ninth grade and thirty-sixth grade".Staff above the director level are gradually promoted through such assessments.This approach can give people the impression that anyone with strong ability and active work will have a bright future in Baoyuantong; anyone with poor performance in the assessment will never be lucky enough to be promoted; the performance is extremely poor Or even risk being dismissed or fired.Baoyuantong stipulates that 31.5% of the total surplus will be distributed to all employees every year. It is the existence of this assessment system that everyone basically has no objection to the respective amounts when the annual distribution is made.In normal work, employees do their best, which makes the company's benefits continue to grow.

Making full use of the incentive system can greatly mobilize the enthusiasm of employees and ensure the smooth progress of various tasks of the enterprise.In order to ensure the smooth implementation of the incentive system, it should be like Baoyuantong, not cronyism, superiority, selfishness, reality, and fair treatment, so that all employees can be convinced and motivated. As a business leader, your job is to minimize and eliminate employees' sense of unfairness as much as possible.If the ratio of results to inputs is low, results should be increased and inputs should be reduced; if the ratio of results to inputs is too high, results should be reduced and inputs should be increased; if the sense of injustice is caused by misunderstandings by the parties, explanations and suggestions should be given. overcome.In short, we must learn to apply the theory of fair competition, and try our best to be fair and reasonable in the distribution of rewards. Looking at the development of the modern economy, it is not difficult to see that the competition among enterprises is ultimately the competition of talents, and in a sense, it is also the competition of enterprise training.In the future, the only way for companies to gain an advantage over their competitors is to learn faster than their competitors.Emphasis on training, the improvement of the overall quality of employees and the recognition of corporate culture, building the enterprise into a learning organization, and improving the core competitiveness of the enterprise to finally achieve a "win-win" between the enterprise and the employees are the fundamental means for the development of the enterprise. Staff training, according to its main content, can be roughly divided into three types: knowledge training, skill training and quality training. (1) Knowledge training is the basis for employees to obtain continuous improvement and development. Only when employees have a certain foundation and professional knowledge can they provide solid support for their further development in various fields. (2) Skills training.Only when knowledge is transformed into skills can it truly generate value.The working skills of employees are the fundamental source for enterprises to produce high-quality products, generate the best benefits, and achieve development. Therefore, skill training is also a key link in enterprise training. (3) Quality training.Employees have solid theoretical knowledge and excellent business skills, but if they do not have correct values, positive work attitudes and good thinking habits, then what they bring to the company may not be wealth, but losses.As for high-quality employees, even if they are temporarily deficient in knowledge and skills, they will actively learn and improve themselves in order to achieve their goals, and eventually become the talents needed by the company.Therefore, this kind of training is the focus of training that enterprises must persevere. "Let capable people be trained first" LG regards training as a good way to encourage employees to work hard. It divides employees into two parts: "technical employees" and "management employees". Courses, and then allow employees in various departments to choose to participate. Training is divided into "compulsory" and "elective" two parts.Training courses on company culture and thinking concepts are usually "compulsory", and very specialized courses are generally "elective".Through such course design, the company's business goals and employees' professional requirements are well combined, so that employees can get the most needed professional training on the basis of understanding the company's culture and the company's "core strength". At LG, every employee does not have equal training opportunities.New employees only have some basic training, while employees who become senior managers have the opportunity to go to the training center of the Korean headquarters, or go abroad to participate in special training, or to study MBA and other opportunities.Many of the company's courses are specially set up for "core talents".The company's philosophy is "Let capable people be trained first", and employees with development potential have more training opportunities. In addition, LG has a global Internet, and China and South Korea can directly exchange various settings of courses, training methods and directions, etc.For example, in China, you can check the course operation table of the Korean training center to decide whether to participate in a certain course. Comprehensive training is very important, but it is also very important to recognize the capabilities and needs of employees, and adopt appropriate themes, depth and training forms for different training objects.Enterprises should include all qualified employees who are eager to learn into the scope of training, especially senior executives of enterprises, who should receive training first. Enterprise employee training is the most important way to directly improve the ability level of managers and employees' skills, provide enterprises with new work ideas, knowledge, information, and skills, and increase employees' talents, dedication, and innovative spirit. The means of human resources development is human capital investment which is more important than physical capital investment.Effective corporate training is actually the process of enhancing the comprehensive competitiveness of enterprises. The so-called "predecessors plant trees, future generations enjoy the shade", training can not only allow "future generations to enjoy the shade", even in the present can also receive immediate results.The overall quality of employees has been improved, the production efficiency and service level have been enhanced, and the profitability of enterprises will naturally increase.The survey results of an authoritative organization in the United States show that the return on investment in training is generally around 33%.Taking Motorola as an example, it provides at least 40 hours of training to all employees every year.And for every US$1 in training fees, US$40 in production benefits can be realized within three years.The company believes that well-qualified corporate employees have created $4 billion in wealth for the company through technological innovation and economical operations.Motorola's huge training benefits have proved to us the importance of training investment for enterprises. As far as the enterprise is concerned, the more fully the staff is trained, the more attractive it is to talents, and the higher the value-added of human resources can be brought into play, thus creating more benefits for the enterprise.Training not only improves the skills of employees, but also improves employees' awareness of their own value and a better understanding of work goals. International management guru Tom Peters said: "The only real resource of a company or business is people, and management is to fully develop human resources to do a good job." This points out the importance of human resources - it is the most valuable strategic resource.In fact, in today's sea of ​​companies and fierce competition, whether a company can succeed mainly depends on whether it can carry out effective human resource development, whether it can release the energy of all employees of the company, and realize the geometric profit of the company. multiply. The perfect and effective development of human resources is "putting the right people in the right place".But generally speaking, it is not possible for managers to place talents in the most suitable place in one step. This requires the company's managers to conduct continuous inspections of employees, and make adjustments after the evaluation is completed. PepsiCo did just that.Although Coca-Cola sells more than Pepsi and makes twice as much profit as Pepsi, Pepsi operates restaurants and fast food outside the beverage business, which Coca-Cola does not have.So, the fact that Pepsi's gross revenue doubles every five years is amazing.The president of the company, Wei Luowei, believes that the secret of his success lies in the word "human". In Calloway's words, the task of corporate managers is to "steer the steering wheel of people."Calloway has formulated competency standards for various personnel. Every year, he will continue to tour the branch, communicate with his subordinates, and preside over about 600 performance appraisals.If a person is found not to meet the requirements required for his position after the assessment, he will remind him to make improvements.After a period of time, the assessment will be carried out again. If the requirements have been met, the requirements will be raised according to the usual practice in the second year. This kind of assessment allows Willowy to divide the company's managers into four grades: the most outstanding (will be promoted); qualified (promoted, but not arranged for the time being); to receive specialized training); unqualified (will be eliminated).In this way, Willowy steered the steering wheel of the people and steered the company's ship to victory. Retain talents, speak with performance A boss who produced plastic processing machinery decided to improve the grade of his company and produce high-tech products with higher technical content when his business was successful.To this end, he racked his brains to hire a doctor from a research institute as a factory technician. The doctor believes that the plastic processing machinery they manufactured can be turned into a CNC machine tool with a simple improvement, and it must be very popular in the market.This suggestion for improvement is exactly what the boss wanted, but in the actual operation process, it has experienced many difficulties. It turned out that there were a lot of old workers in this factory. They thought that this Ph.D. had no contribution to the factory and didn’t know much about plastic processing machinery. Just relying on a few theories, he won the trust of the boss and earned a higher salary than them. Very unconvinced.And the doctor did not take these old workers seriously. This mutual dissatisfaction must of course be reflected in the work.In the experiment of the new CNC machine tool, the doctor cannot get the support of the old workers, and the doctor is indeed not as skilled as these workers in the actual operation.A simple improvement suddenly becomes very difficult. The boss is not unaware of this situation, but it is very difficult to deal with it.These people are old employees in the factory and have been with me for many years. If they criticize them, they will be very dissatisfied, thinking that the boss does not value them, and maybe they will quit in a fit of anger, which will make the factory's production affected.And persuading the doctor will make him think that he is not valued, and the boss does not value new technology and new products. Since the major he is studying is so popular, why should he feel useless here and simply change jobs. After thinking about it, the boss finally made up his mind. He overcame all opinions and appointed a doctor as the chief engineer, who had the right to deploy personnel throughout the factory.The doctor was very moved, and felt that he finally had a place to use, so he gave up the idea of ​​job-hopping, devoted himself to research, worked hard to overcome the shortcomings in his actual operation, and tried his best to build a good relationship with the old workers. Time produced new processing machinery. After the products were put on the market, they were very popular. The improvement of the factory's efficiency brought benefits to these old employees, and everyone's dissatisfaction disappeared, and a new atmosphere appeared in the factory. In order to make the enterprise develop, it is necessary to reuse talents.Many entrepreneurs are aware of this, but when encountering similar conflicts, they handle them differently.Some bosses are reluctant to offend their old subordinates because of their affection. As a result, new talents are squeezed out and unable to give full play to their strengths. If things go on like this, it becomes inevitable for talents to change jobs.