How to mobilize the enthusiasm of employees belongs to the category of incentive theory of management. The so-called incentive is the leader's encouragement and encouragement to employees, promote the employees to use their talents, release their potential, maximize and consciously play enthusiasm and creativity, and make greater achievements in their work. It is the basic responsibility and necessary ability of a leader. The ability to fully mobilize the enthusiasm of employees is an important indicator of whether a leader is mature or competent.
Theoretically, Maslow's hierarchy of needs theory and Hertzberg's two-factor theory expound the relationship between material incentives and spiritual incentives, that is, material incentives are the foundation, when people are in the physiological and security level requirements (ie, Hertzberg In the case of the health factor of the grid, the material incentive effect is obvious; on this basis, people will gradually pursue social, self-esteem, and self-worth (ie, Hertzberg's incentive factors). At this time, the spiritual incentive effect is better. Skinner's theory of expectation points out that the incentive effect depends on people's expectations and valence for the future. Adams's theory of equity holds that people's feelings of injustice through comparisons between internal and external counterparts will affect their enthusiasm. Intensified theoretical summaries are the two methods of reinforcement that are strengthening (that is, praise and reward) and negative reinforcement (that is, criticism and punishment).
The “environmental aspiration†in traditional Chinese culture is an example of strengthening the theory; the administrative order and ideological mobilization in the period of planned economy are in essence the combination of theoretical and spiritual encouragement; since the reform and opening up, material incentives have been widely used. These incentives have both successful and failed lessons. For example, if material incentives are used indiscriminately and exaggerated, it is believed that incentives are 'in addition to them, there is no better way'. So how do theories better guide practice?
First, the premise and principle of mobilizing the enthusiasm of the employees 1. Find out the “homeâ€. Incentive theory reveals the premise of effective incentives: to understand the actual needs of each employee, the expectations and price of the future, and the evaluation of the fair status.
2. Take the lead. To motivate others, encourage yourself first; ask employees to be the first to create excellence, and leaders must first have the determination and confidence to strive for excellence first. In this way, leaders can infect everyone with an intangible charm of personality and inspire everyone.
3, justice. Fairness is fair and reasonable, and it requires leaders to treat employees equally and without intimacy and thickness. Whether leaders are fair or not has a fundamental influence on the enthusiasm of employees.
4, trust. A lack of trust in an organization can be fatal. The trust in any kind of incentive reliance manifests itself in the trust of the leader in the subordinates and the trust of the subordinates in the leaders. Trust is the two sides, and the trust of the unit will not last long. In a trusting environment, each employee will become an important worker.
5. The dialectical principle of material incentives and spiritual incentives. From the motivation theory of management, we can see that material incentives are the foundation and spiritual motivation is the key. Under the current economic conditions in China, the demand for health care has basically been resolved. More and more important incentive measures should be spiritual attraction. At the same time, we should not ignore the elaboration of fairness theory on incentive measures. Leaders should pay attention to fairness in material and spiritual treatment, otherwise it will affect the enthusiasm of employees.
6, comprehensive application of principles. There are no advantages or disadvantages between any two kinds of incentive measures, but only whether they are suitable for local conditions. The actual process of motivation cannot rely on a method to fully realize it. For a certain period of time, there is often a maximization of the effects of certain incentive measures, but it does not exclude or require other incentive measures. Therefore, to effectively mobilize the enthusiasm of employees, it is necessary to comprehensively use various incentive measures to overcome singleness.
Second, the flexible use of methods and techniques to mobilize the enthusiasm of employees Bresch said in his book "Heart Care" that employees in modern society mainly have three things: meaningful work, and the opportunity to influence the decisions that affect them. A strong, good relationship. In addition, we also face special national conditions such as a transition society, employment of only children, and personality development. To mobilize the enthusiasm of employees, these incentives should be applied in a timely, appropriate, and comprehensive manner.
1, democratic management, do not ruler. The image of rulers will cause dissatisfaction among employees and will inevitably affect the enthusiasm of employees. The way to overcome is democratic management and creating the realm of 'we do it together'. For matters affecting the whole, such as the development priorities of the office, the places where people are currently dissatisfied, and even the division of labor within the office, all of them can use anonymous methods to solicit the opinions of everyone, so that everyone has a sense of mission to participate in. . Effective participation not only brainstorms but also motivates employees in a democratic way.
2, adult success. Abandon the traditional Enwei and give incentives to encourage everyone to become a talent, achieve a career, and meet the high-level needs of each person to achieve self-worth. The bold use of cadres is an initiative to promote adult affairs. It is one of the concrete manifestations of the trust principle. The key lies in 'doing no doubt'. Fully trusting employees, boldly letting go and using subordinates to undertake challenging tasks, this is a powerful incentive means. It is often said that 'pressure has motivation'. This is the reason, and bold use of cadres is an artistic 'pressure.' '. However, trust does not mean laissez-faire. Leaders should report to the subordinates clearly when, what, and under what circumstances.
3. Incentives in communication. The first step is to respect employees. Modern people are eager to be respected. As an employee, they want to be appreciated. Respect for them is their greatest appreciation. The method of respect is to fulfill the five requirements that do not have to be told when dealing with subordinates: purely listening, not criticizing, accepting differences, not making accusations, affirming their unique character, looking in more directions, and paying attention Tell them your real idea. If these five points can be achieved, they will feel respected for convenience and even feel cared for. If the average person feels that they have been respected and valued more, they will not only have the sincerity but also use their brains.
Appropriate praise for employees in communication. This is not only an affirmation of their work, and promotes the harmony of the interpersonal relationship between the two parties. What is more important is that it can stimulate its conscious use of its talents. The secret of praise is: Instead of praising each other, it is better to praise his past achievements. The fact that the praise is a success has nothing to do with the depth of friendship, and the other party and other employees are also more receptive, avoiding suspicion of alienation.
Good listener. An employee who feels angry because he feels that he has been treated unfairly can imagine the enthusiasm of his work. For this communication, you only need to listen carefully. There is only one secret: don't open up, or don't open up. When he finishes talking, his mood will be much calmer, and even without anything you can solve it.
4. Introduce a competition mechanism. Competition is the driving force for society's advancement. Leaders should be good at introducing competition mechanisms into internal management, thereby stimulating the internal motivation of employees and improving their quality. Assessment is a kind of competition mechanism that we usually use. It directly guides the direction and intensity of employee enthusiasm through the presupposition of content and methods of assessment. However, any kind of competition mechanism must do two things well: First, competition must be fair, open and reasonable; otherwise, it will be counterproductive; second, it must grasp the degree of competition, while competition emphasizes collaboration. Otherwise, it will become a struggle for power and profit.
5, to solve the staff's worries. The worries of employees mainly come from the family, and an employee who has worries behind can't put his heart into work. As a leader, what is needed is to keep abreast of changes in the situation of employees' “going backâ€, such as children's enrolment and family members’ illnesses. For employees with economic difficulties, in addition to routine mental comforts, they must also provide certain financial assistance. A case that effectively solves employees’ worries can win people’s hearts.
6. Incentives for innovation. Innovation work is a difficult brain work. Its incentive mechanism With the reform of China's distribution system, the emphasis is on material rewards (assisted by spiritual encouragement). A major contribution to the work should be rewarded.
'The use of the wonderful, all in one's mind', any specific management issues have to analyze the specific circumstances. With this talent, it is impossible to use the methods and techniques of encouragement one by one. However, I believe that as long as a leader exercises the prerequisites and principles of motivation, and flexibly uses incentive methods and techniques, it is not difficult to achieve the goal of effectively mobilizing the enthusiasm of employees.
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