Although Director Zhang Er is "a well-known old factory director with knowledge", he is not a good leader. He lacks a basic quality of modern enterprise leaders, that is, the basic knowledge of enterprise human resource management: how to motivate employees and ensure the realization of enterprise goals.
In the modern economic era, people are the most important resources of enterprises. In enterprises, employees are different from employees in the traditional sense, and they are no longer "migrant workers" of enterprises. The relationship between employees and enterprises has undergone great changes. From the traditional relationship of complete activation and contract to the "win-win" relationship of cooperation. The old management mode of "carrot and stick" can no longer adapt, and should be transformed into "rule of law and rule of man" management with both rigidity and softness. Enterprise human resource management is both science and art, and how to motivate employees is an important part of the art of employing people.
Motivation is one of the main tasks of business leaders. The so-called motivation means that leaders follow the law of human behavior, use the means of combining material and spirit according to the motivation theory, and adopt various effective ways and means to stimulate the enthusiasm, initiative and creativity of subordinates to the maximum extent, so as to ensure the realization of enterprise goals.
In the era of modern knowledge economy, with the rapid development of social progress, a prominent feature of enterprises is that the role and status of core employees in enterprises are becoming more and more important. Because employees have knowledge capital, they have strong independence and autonomy in their work. They often have a high desire for achievement and are willing to engage in challenging, innovative and pioneering work. They hope to constantly improve and develop themselves in their work, get recognition from society and enterprises, get understanding and care in their lives, and then realize their own value and meet the needs of self-realization. How to effectively motivate core employees has become a key issue for enterprise development.
Director Zhang Er just ignored this point: Zhao Yi, the technical backbone, "the salary is equivalent to that of the warehouse keeper, and the husband and wife and children still live in the bungalow when they come." Although Zhao Yi was merely encouraging and supporting in spirit and work, it really excited him for a while. However, a few years later, Zhao Yi came here with an unresolved title, salary and house. One of them said, don't you just want to get higher wages and improve your living conditions? The purpose of failed to achieve, rather than the backbone of the enterprise personnel can be taken care of, at this time of Zhao Yi, "his heart is often a bit uneven". Of course, there will be psychological imbalance, and of course you will choose to quit.
The hierarchy of needs theory put forward by the famous American psychologist Maslow in 1943 plays an important role in stimulating the enthusiasm of employees and promoting the rapid and sustainable development of enterprise economy. In his hierarchy of needs theory, human needs are divided into five different levels, namely physiological needs (including the needs for food, water, air and housing). This is the most basic demand of human beings), security demand (refers to the demand for a safe, stable, carefree and structured and orderly environment) and belonging demand (refers to the demand for social interaction, affection, love, friendship and friendship) In an organization, it includes opportunities for a sense of accomplishment and responsibility. The need for self-realization refers to a desire to fully develop one's true potential and express one's skills, talents and emotions. These requirements are arranged from the basic requirements, and the last three levels of requirements are called high-level requirements.
As we all know, one of human nature is the desire to meet one's own needs. Once the demand has a clear goal, it will immediately turn into motivation, thus inspiring people to take action. Therefore, need is the source of human behavior, the basis and motivation of human enthusiasm, and the basis of motivation.
However, Director Zhang Er did not make good use of Maslow's hierarchy of needs theory, and did not formulate and implement incentive policies according to the actual situation of factory employees. It will naturally lead to brain drain.
Motivation is a psychological process to stimulate people's motivation. The purpose of applying the psychological concept of motivation to management is to mobilize people's enthusiasm and creativity and give full play to people's subjective initiative. Then, how to effectively carry out this work when formulating and implementing incentive policies? This is a problem that every business leader must seriously consider.
I think as a business leader, we should be good at communicating with employees and people around us. By communicating with employees around him or his friends, we can understand his voice more comprehensively. I'm also good at empathy. From the perspective of employees or subordinates, I put myself in the employee's work motivation and hard work. From his point of view, I consider how much personal labor or sweat has brought to the development of the enterprise. We should also be good at observing his words and deeds in work and life (observing his mental state and quality in work and his attention in spare time, observing his hobbies), and fully grasping his actual internal needs, or values (the value that enterprises hope to reward) or reward forms. Different employees have different needs. Through empathy. Before making incentive policies, we should carefully investigate all the needs of employees, analyze and understand the needs of employees in enterprises, and what level they are at. After determining these factors, we can formulate effective incentive policies. Avoid unreasonable demands or guide to a higher level. According to the employee's job dedication, determine and implement the corresponding reward content and method in time. On the one hand, it is necessary to really motivate employees, and reward employees' internal demand level on the basis of reasonable consideration of enterprise costs or positive impact on employees' enthusiasm; On the other hand, the incentives given by enterprises may not be in place, because the early demand of employees is high in enterprises. At this time, it is necessary to give them supplementary explanations to avoid the practice of getting things done after the incentive is over. Especially when there are unreasonable demands on employees, they must be in place instead of blindly accommodating rewards. According to the characteristics of core employees, we should improve the traditional incentive methods, adopt flexible and diverse incentive systems, and adhere to the principle of combining spiritual incentives with material incentives. That is, material tangible incentives, including salary system, performance pay system, bonus system, stock options and tangible services and benefits. Intangible spiritual incentives mainly include authorizing core employees, recognizing their work performance, fair and open promotion system, providing opportunities for learning and development, further enhancing personal ability, and formulating career development paths suitable for everyone's characteristics. Its purpose is to provide employees with opportunities to realize themselves.
Everyone has a tendency to evaluate his reward and contribution. If there are objective standards, compare with them. If there is no objective standard, use other similar people as the comparison standard. It shows that the enthusiasm of employees is not only influenced by absolute remuneration, but also by relative remuneration. That is, a person not only cares about the absolute value of income, but also cares about the relative value of income. Everyone will consciously or unconsciously compare their labor and remuneration with others. If he finds that his income and expenditure ratio is equal to others, he feels fair, so he feels comfortable and works hard. If he finds imbalance, he will have emotions and lead to the pursuit of fairness and rationality that he has achieved. If he can't satisfy this desire for fairness, he may look for fairness from other aspects, thus distracting his energy, affecting his enthusiasm, initiative and creativity, and reducing his contribution to the organization. The example of Zhao Yi is a good illustration. At the same time, it reflects that fairness and justice must be maintained when formulating policies and managing human capital to ensure the effectiveness of policy implementation and management of human capital.
In the new economic era, human capital is the basis of value creation. People-oriented management is the basis of human capital management, and it is also the "people-centered" management in enterprise management, that is, the core of all management is people, not material capital. Human capital management is a means and method for enterprises to establish, acquire and maintain core competitiveness and survive and develop in such fierce and cruel market competition. Therefore, how to do a good job in human resource management, how to use incentive methods and formulate policies is the most important problem faced by every business leader, and it is also a problem that must be seriously considered.