Ten principles of spiritual motivation
Golden Rule 1: Employees are "relatives"
Hewlett-Packard Company of the United States is not only among the top 100 companies in the world for its outstanding performance, but also famous for its entrepreneurial spirit of respecting and trusting people. In HP, the laboratory spare parts library for storing electrical and mechanical parts is completely open, allowing and even encouraging engineers to use it at will in enterprises or at home. HP's point of view is that no matter what they do with these parts, they can always learn by playing with them anyway. The company has no schedule and attendance, and each employee can make flexible arrangements according to his own habits and conditions. Hewlett-Packard has always spared no expense in employee training, even if it is the loss of employees. Bill, founder of HP? Hugh Park Jung Su said: "HP's success mainly benefits from the tenet of" attaching importance to people ",which is to sincerely believe that every employee wants to be creative. I always believe that as long as we provide employees with a suitable environment, they will definitely do better. " Based on this concept, HP pays special attention to everyone and recognizes their achievements, dignity and value.
Golden Rule 2: Employees are "masters"
In order to make employees become "masters", Agilent tries to avoid layoffs. In the most difficult time of the company, they adopted the method of reducing expenses and reducing salaries for all employees. Agilent employees believe that their work contributes, their lives are valuable, and they are the "owners" of the company. Agilent teaches employees that work is not a responsibility, but a dynamic behavior. Practice has proved that the effect of attracting and retaining talents is very good, the turnover rate of on-the-job employees is very low, and the success rate of recruiting new people is very high. Agilent's specific experience has two points: First, it constantly updates the system of retaining talents and grasps the specific ideas of employees in time. Every employee has different ideas at each stage, and the way of motivation should be changed accordingly. The second is to encourage and help employees to learn second skills to cope with various changes. With the change of the outside world, the nature of employees' work may change at any time. This requires effective encouragement to employees to create conditions for trying different fields. Agilent respects every employee and is responsible for their personal development.
Golden Rule 3: Affirm personal dignity.
Motorola has always taken "affirming human dignity" as its business philosophy and maintained its consistent respect for people. In Motorola, personal dignity mainly includes: harmonious working environment, clear personal future, open communication channels, sufficient privacy space, sufficient training opportunities and peaceful resignation arrangements. On the issue of resignation, this can especially reflect Motorola's respect for employees. The company tries to avoid layoffs. When layoffs are needed, candidates for layoffs will make choices based on employees' performance, skills and years of service. For example, employees who have served in the company for 10 years may not be included in the layoff list without the approval of the chairman and president. When employees leave for personal or company business needs, the company will also provide assistance such as arranging other jobs, helping to introduce external jobs, paying remuneration and continuing to pay certain benefits and wages. Motorola's business philosophy of people-oriented, respecting individuals, giving full play to people's potential and realizing the common development of personal values and enterprises has formed a cultural atmosphere of mutual respect between employees and enterprises and created a good working environment. Motorola believes that the foundation of management is respect. At the beginning of the company's establishment, it formed a set of enterprise system and work style aiming at respecting people, and penetrated this concept into all levels of corporate culture. Motorola believes that respect has at least four meanings: affirming personal value, giving special trust, creating a harmonious atmosphere and meeting specific requirements.
Golden Rule 4: Feel the joy of work.
The essence of life is to find a sense of satisfaction. If we can guide this kind of satisfaction into our work, we will certainly get amazing results. Shell Hong Kong regards employees as valuable assets and always adheres to the "people-oriented" management philosophy. The company believes that in order to promote the best performance of employees, they must be guided to find and feel job satisfaction. To this end, the company has taken three major measures: (1) increasing opportunities for employees to participate. In order to improve cost-effectiveness, companies often invite employees from different departments to participate in different working groups for discussion. Everyone is most familiar with their own working procedures and knows how to control costs. The increase in participation opportunities has effectively stimulated the expertise and potential of employees. (2) Stimulate the creative potential of employees. Every year, the company takes employees outdoors and tries high-altitude walking, shooting, climbing columns and other difficult activities to improve their spirituality to adapt to external changes and cultivate their quality of courage to accept challenges. The theme of outdoor activities is: "liberating the inner potential of employees." The company firmly believes that everyone has potential and encourages employees to give full play to their creativity. (3) Designing employees' career planning. The company thinks it is very important to help employees keep a balance between body and mind. The company launched an employee development plan and cooperated with consulting companies. The scope of this service includes four aspects: professional personal consultation; Performance management consulting; Retirement counseling; Healthy living counseling. All kinds of employees are taken care of and all expenses are paid by the company. Employees can make an appointment to meet with the counselor by telephone.
Golden Rule 5: Take advice.
Everyone has potential talents, but how to motivate them requires managers to use their brains. Practice has proved that it is a good idea to let employees make suggestions. In this respect, Toyota is the most successful. 195 1 year, Toyota Yingzhi was the general manager of Toyota Motor Corporation. He implemented the suggestion system of "creative thinking", which greatly mobilized the enthusiasm of employees. He first set up a "creative Committee" and formulated specific regulations. There are suggestion boxes and "suggestion discussion rooms" everywhere in the workshop. The scope of suggestions includes the invention and manufacture of mechanical instruments, the improvement and perfection of operating procedures, the evaluation and saving of material consumption, etc. Leaders can not only hear the opinions of the factory site, but also know the technical ability of employees in time. Employees use this system to find the fun of innovation, not only give full play to their abilities, but also feel great satisfaction.
Golden rule six: tolerate mistakes
As the first enterprise in Japan with spiritual values and company songs, Panasonic is very tolerant. The company will not take employees who have made serious mistakes seriously, but give them a chance to mend their ways. This practice has stabilized employees' thoughts and emotions, and it is really worth learning. Kōnosuke Matsushita famously said, "If you make an honest mistake, the company can forgive you and treat it as tuition. However, if it deviates from the spiritual value of the company, it will be severely criticized until it is dismissed. "
Golden Rule 7: Innovative Psychology
Success can make people feel a sense of accomplishment. If employees are given the opportunity to innovate, they will have the desire to pursue success. Encouraging employees to succeed can make full use of their innovative psychology, which is a good medicine for company management. Enterprise leaders must fully mobilize the enthusiasm of employees to make their work enthusiasm last. IBM has implemented an ingenious system to encourage innovation. For those who have successful experience in innovation, they will not only be awarded "IBM membership", but also provide five years of innovation time and necessary material support. The main contents are: the right to choose ideas, the right to take risks, the right to plan the future, and the right to obtain benefits. This incentive mechanism not only satisfies the innovator's psychology of pursuing success, but also makes them get effective returns; At the same time, it is also the most economical means of innovative investment.
Golden Rule 8: Shame
Domino's Pi Zha Cake Company once opened a branch in New England, and its business was very prosperous. However, due to the failure of dough, the company's supply guarantee of "delivery within 30 minutes" failed, and finally failed to win the trust of consumers. To this end, the regional manager bought 1000 pieces of black gauze for all employees to wear to show their condolences. He skillfully used "shame psychology" to motivate employees and successfully achieved the goal of putting an end to similar phenomena. Stimulating with "shame psychology" is actually "flawless management" in crisis management. Japanese enterprises especially admire "defect-free management" and have achieved good results. As a senior manager of Toyota said, "We should not overemphasize' Total Quality Management', because this management can only reduce the shortcomings to 10% at best. If we produce 4 million cars, 400,000 people will buy a faulty car, which will surely become the biggest crisis between production and users. However, if' innocent management' is implemented, this phenomenon will be completely eliminated. "
Golden rule 9: the traditional way to maintain morale
Needless to say, everyone has inertia. If you want to keep employees' morale high all the time, you must keep working. Practice has proved that these methods can effectively maintain the morale of employees: hello, heart-to-heart, praise, training, assessment, promotion, job-hopping, charging, orientation and unity.
The golden rule 10: a special way to maintain morale
Relevant experts have found through research that smiling from the heart can obviously improve people's physiological state and greatly improve people's mental outlook, thus stimulating work enthusiasm and creating higher benefits. In Ohio, USA, the subsidiary of a steel and civil distillation company was once poorly managed. The head office sent Daniel as the general manager of the subsidiary, and the face of the company changed rapidly. It turned out that Daniel posted slogans everywhere in the factory: "Please give your smile to everyone around you." He also changed the factory emblem of the factory into a smiling face. Usually, Daniel always smiles, greets the workers with a smile and asks their opinions with a smile. He can name all the 2000 workers in the factory. Under the infection of his smile, the enthusiasm of employees has been greatly improved. Three years later, the factory did not increase any investment, but the production efficiency increased by 30%. Mark's management thought of "increasing happy atmosphere" is similar to Daniel's "smile management". Mark is the owner of a public relations company in Seattle, USA. In order to add some joy to the company, he adopted some simple and effective methods: closing the company for one day every quarter and taking all employees to the movies; Employees turn off pagers four times a year, set their mobile phones as voice mail and enjoy open-air concerts; Provide all kinds of fruits and drinks at the weekly luncheon attended by all employees; Employees are allowed to dress casually at ordinary times, and dressing the is only available when receiving customers.