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How to mobilize the enthusiasm of employees? You can use these methods!
From: Anhui Jieyu Shoemaking Machinery Technology Co., Ltd. Post date: 2019-03-27


Methods and Measures to Mobilize Employees'Enthusiasm
The development of enterprises needs the support of employees. Managers should understand that employees are not only a tool, their initiative, enthusiasm and creativity will play a huge role in the survival and development of enterprises. In order to obtain the support of employees, it is necessary to motivate employees. Mobilizing the enthusiasm of employees is the main function of management incentives. Establishing an effective incentive mechanism is an important way to improve the enthusiasm and initiative of employees.
An effective incentive mechanism needs to be designed and implemented. Incentive mechanism design focuses on four aspects:
First, the design of reward system;
Secondly, the design of position series;
Thirdly, the design of staff training development program.
Fourth, the design of other incentive methods, including employee participation, communication and so on. After designing a set of incentive mechanism, it needs to be implemented to test the effectiveness of the incentive mechanism.
An effective incentive mechanism, including various incentive methods and measures, can be summed up in the following aspects:
1, remuneration
Material needs are always the first needs of human beings and the basic motivation for people to engage in all social activities. Therefore, material incentive is still the main form of incentive. At present, the ability to provide a good salary (i.e. monetary remuneration) is still a direct factor affecting the enthusiasm of employees. However, a good salary may not always satisfy the employees. Usually, the salary system of enterprises can not achieve internal fairness and fairness, and it is consistent with the salary level of the external market, so employees are prone to be dissatisfied. These unfair feelings of employees can not be solved in time, which will directly affect the enthusiasm of employees, negative idleness, and even brain drain, thus affecting the quality of enterprise products and services. Effective solutions to internal, self-and external inequities can improve employee satisfaction and motivate employees. How can we solve these problems? Generally, the relative position value, salary level and personal performance should be taken into account in salary decision-making, and they should be taken as the basis for the formulation of salary system. Through the effective combination of the above three elements, employees can know in advance the specific impact of good or bad performance on their salary and income, which is conducive to fully mobilizing the enthusiasm of employees, making their efforts in line with the direction of the company's development, promoting the realization of the company's strategic objectives, linking the company's business objectives with personal goals, and realizing the common development of enterprises and individuals.
In addition, employee stock ownership system can also be used as a salary incentive mechanism. Among the top 500 companies in the United States, 90% of them have employee stock ownership. What is the role of employee stock ownership? The first role is to motivate employees to work hard, attract talents, and improve the core competitiveness of enterprises. At the same time, golden handcuffs play a retaining role. Whether there is a long-term interest incentive or not has a great impact on the traction of talents. The second role is to access sources of funding. In fact, the purpose of employee stock ownership is that all employees take risks and make the enterprise bigger, because in this respect, employee stock ownership has a positive impact.
2, system
The operation of an enterprise requires various systems. Similarly, it is necessary to formulate a reasonable system to motivate employees so as to effectively mobilize their enthusiasm and initiative.
Reward and punishment system: Recognition and reward are the most important basis for employees'efforts or enthusiasm. There is a close relationship between high performance and reward. Reward can help members to achieve high performance. After achieving high performance, there is something worthy of reward. The two are mutually complementary and mutually reinforcing. The reward and punishment system is not only rewarding, but also punishing. Punishment is also an incentive and a negative incentive. Negative incentives include elimination incentives, fines, demotion and dismissal.
Competition mechanism: Competition is another magic weapon to mobilize the enthusiasm of employees. Really in the enterprise to achieve the situation of the able, the weak. The last-place elimination system is a specific form of competition mechanism. As far as the level of enterprise management is concerned, the last-place elimination system has its feasibility. Establishing a strict competition mechanism for employees and implementing the last-place elimination system can put pressure on employees and create a competitive atmosphere among employees. It is conducive to mobilizing the enthusiasm of employees, making the company more energetic and vigorous, and promoting enterprises better. Grow up.
Job system: that is, to establish appropriate posts, so that job positions are challenging. "Job Challenge" is to make every employee feel that his position is really slightly stressful. How can we make a job challenging? There are two issues that we should pay special attention to: first, we should do a good job in setting up posts carefully, and second, we should be suitable for talents.
Goal incentive: is to determine appropriate goals, induce people's motivation and behavior, to achieve the purpose of mobilizing people's enthusiasm. As a kind of attraction, goal has the function of initiation, guidance and incentive. Only by constantly enlightening the pursuit of high goals can a person inspire his inner motivation to strive upward. In fact, besides monetary goals, everyone has power goals or achievement goals. Managers should dig out the hidden or visible goals in each person's heart, and help them to formulate detailed implementation steps, guide and help them in subsequent work, so that they can consciously and diligently achieve their goals.
3. Emotional Motivation

Maslow, a humanistic psychologist, puts forward five different levels of human needs. These five aspects are: basic life needs, sense of security, belonging status and respect for self-realization. Enterprises should strive to meet the needs of employees, such as providing stable and reliable employment, to meet the needs of employees'life and sense of security. The sense of belonging means that employees can feel at home in an enterprise. At this level, emotional and humanistic factors are more important than economic factors. Close contacts and cooperation between employees, harmonious relationship between superiors and subordinates, and common interests are all helpful to enhance the sense of belonging of employees, and the sense of belonging of employees is the basic condition of enterprise cohesion. Status and respect refer to the sociality of human beings, which makes everyone demand recognition and respect from society. In the current society, economic income and position are often a reflection of social status. Self-actualization refers to the demand that people will have for further development and give full play to their potential after the current needs are basically met, that is, self-actualization. The level of human needs in these five aspects is gradually deepening, only after meeting the needs of the previous level, can we pursue higher levels of needs. In addition to the basic needs of life, the other four are emotional needs. Therefore, emotional motivation is of great significance to mobilize the enthusiasm and initiative of employees. There are many ways of emotional motivation, mainly these kinds:
Respect for incentives: It requires managers of enterprises to pay attention to the value and status of employees. If managers do not pay attention to employees'feelings and respect their employees, they will greatly discourage their enthusiasm, make their work only for the purpose of obtaining remuneration, and thus greatly weaken the incentive. Respect is the catalyst to accelerate the outbreak of employee self-confidence. Respect incentive is a basic incentive method. Mutual respect between superiors and subordinates is a powerful spiritual force, which contributes to the harmony between employees and the formation of team spirit and cohesion. Therefore, respect for incentives is an important way to improve the enthusiasm of employees.
Participation incentive: Practical experience and research of modern human resource management show that modern employees have the requirement and desire to participate in management. Creating and providing all opportunities for employees to participate in management is an effective way to mobilize their enthusiasm. Through participation, employees'sense of belonging and identity to the enterprise can be formed, which can further meet the needs of self-esteem and self-realization.
Work incentive: work itself has incentive power! In order to give full play to employees'work enthusiasm, we need to consider how to make the work itself more intrinsic and challenging, and give employees a sense of self-realization. This requires managers to design the work of employees to enrich and expand the work content. What is the enrichment of work content? Western literary scholars put forward five criteria, that is to say, to let employees find five kinds of feelings: first, to let employees feel that the work they are engaged in is very important and meaningful; second, to let employees feel that their superiors have been paying attention to him; third, to let employees feel that their positions can best play their intelligence; fourth, to let employees can. Feel that everything you do has feedback; Fifth, let employees feel the integrity of the work results.
Training and development opportunity incentive: With the advent of knowledge economy, the world is becoming more and more information-based, digital and networked, and the speed of knowledge updating is accelerating, which makes the unreasonable knowledge structure of employees and the phenomenon of knowledge aging increasingly prominent. Through training, they can enrich their knowledge, develop their abilities, provide them with opportunities for further development, and meet their needs of self-realization.
Honor and promotion incentive: Honor is the noble evaluation of individuals or groups by people or organizations. It is an important means to satisfy people's self-esteem needs and stimulate people to strive for progress. From the point of view of human motivation, everyone has the need of self-affirmation, glory and honor. It is a good method of spiritual motivation to give rewards to some advanced employees with outstanding performance and representative work. Honor incentives are cheap but effective.
4. Establishing Excellent Enterprise Culture
In the process of development, enterprises should consciously strengthen human resources management by establishing common values and professional ethics, so as to unify the thinking of employees, make people work towards the same goal and promote the enterprise forward. To create an excellent corporate culture is to make the enterprise establish the idea of "people-oriented", respect the value and status of employees, and establish the sense of responsibility of "the protagonist".
Leadership is an art, and motivation is the core of leadership art. Leadership without incentives is actually without art leadership, and management without incentives is actually without understanding art management. The correct use of incentive art has become one of the important symbols to measure the level of leadership. Therefore, learning leadership incentive methods and mastering the art of leadership incentive are not only the inevitable requirement of improving leadership level under the new situation, but also the basic skills that modern leaders must possess.

5. Strengthen authority by diluting rights
The management of employees should ultimately be implemented to employees'obedience to managers or subordinates to their superiors. This relationship of leadership obedience can come from two aspects: power and authority. If a manager is in a high position and powerful position, he or she will be punished if he or she does not obey. This obedience comes from power. Managers'personality charm, such as morality, temperament, wisdom, knowledge and experience, makes staff resources subject to their leadership. This kind of obedience from an enterprise managers should successfully manage their own staff, especially those who are better than themselves. The authority formed by personality charm is more important than administrative power.
6. Allow employees to make mistakes
The real world is full of uncertainty. In such an environment, it is impossible to succeed in everything. If a person can do more right things and less wrong things, he is an excellent person. As a manager, if you ask your subordinates not to make any mistakes, you will inhibit the spirit of adventure, make them shy, and make possible business opportunities.
Adventure spirit is a valuable quality of entrepreneurs. Adventure requires courage and capital. If we can take risks from an uncertain spirit and rely on some inspiration, we may have the chance to succeed, but we may also lead to failure. If managers do not allow employees to fail, risk-taking failure will be severely punished by their superiors, then employees will return the idea of not doing well, so the enterprise is an important driving force for development.
Therefore, as managers, employees should be encouraged to take risks, innovate and seize business opportunities rationally. Employees should be allowed to fail. When subordinates make common mistakes at risk, they shouldn't be overly responsible; when they succeed in taking risks, they must be appreciated and rewarded accordingly.
7. Guiding Employees to Compete Reasonably
In small and medium-sized enterprises, there is competition among employees. There are differences between legitimate competition and unfair competition. Fair competition means to adopt proper means or positive ways to make positive comparisons. Unfair competition is to restrict, suppress or attack competitors by unfair means.
As a manager, it is an important duty to pay attention to the psychological changes of employees, take timely measures to prevent unfair competition and promote fair competition. Therefore, personnel management has a set of correct performance evaluation mechanism, which should evaluate its ability with work performance, not according to the opinions of employees or preferences of superior leaders and interpersonal relationships, so as to make the evaluation of employees as fair and objective as possible. At the same time, enterprises should establish normal and open channels of information, so that employees have more contacts, more exchanges, positive communication of opinions.
Several Principles to Be Noticed in Incentive
In leadership motivation, leaders should correctly grasp the following principles to improve the effect of motivation.

(1) The principle of combining material incentive with spiritual incentive
Material needs are people's basic needs. The improvement of clothing, food, housing and transportation conditions is of great significance to arouse people's enthusiasm. People have not only material needs, but also high-level spiritual needs in terms of reputation, status and achievements. Wang Xuan, former general manager of Founder of Peking University, once said, "It is harmful to the people that only material incentives are given to employees and spiritual incentives are forgotten; on the contrary, only spiritual incentives and ideological incentives are given without material incentives, which is a foolish people's policy. Not harmful to the people, not foolish people must achieve the combination of material and spiritual. Material incentive is the foundation and spiritual incentive is the foundation. In practical work, leaders should attach importance to both material and spiritual incentives, and combine them organically.
(2) Fully consider the individual differences of subordinates and implement the principle of differential incentives
The purpose of motivation is to improve the enthusiasm of subordinates. The main factors affecting subordinates'work enthusiasm are the nature of work, leadership behavior, personal development, interpersonal relationship, remuneration and welfare, and working environment. Leaders should formulate incentive systems according to different types and characteristics, and when formulating incentive mechanisms, they must take individual differences into account and vary from person to person. For example, in terms of cultural differences, subordinates with higher educational background generally pay more attention to the realization of self-worth, including both material benefits and spiritual satisfaction, such as working environment, work interest and working conditions, because they pursue spiritual satisfaction on the basis of basic needs being guaranteed, while those with lower educational background pursue spiritual satisfaction. The primary focus is on the satisfaction of basic needs. Therefore, when formulating incentive mechanism, leaders must take into account the characteristics of their units and the individual differences of their subordinates, so as to receive the greatest incentive effect.
(3) The principle of combining positive incentive with negative incentive
The so-called positive incentive is to reward subordinates'expected behavior in line with organizational goals. The so-called negative incentive is to punish subordinates for their unexpected acts against organizational purposes. Both positive and negative incentives are necessary and effective. They not only act on the parties, but also indirectly affect other people around them. Leaders should persist in giving priority to positive incentives to their subordinates. They should keep the staff vigorous, vigorous and upright through positive and positive incentives, so as to form a good situation of unity, progress, and pioneering and enterprising.
(4) The principle of encouraging the combination of individuals and groups
Individuals are the constituent units of a group. Handling well the relationship between the incentive individuals and the incentive groups helps to give full play to the proper role of the individual and the group. If we only focus on the motivation of the group, it may lead to equalitarianism; if we focus on a few individuals for a long time, it may affect the enthusiasm of everyone. Therefore, in the order of incentive, the individual should be motivated first, and then the group should be motivated. In terms of incentive means, we can first use a single means, and then use a comprehensive incentive means. In meeting the incentive needs, we must first meet the needs of low-level, and then continue to meet the needs of high-level.
Problems to be Noticed in the Process of Implementing Incentives
Establishing a reasonable and effective incentive system is one of the important issues in enterprise management. Although domestic enterprises have paid more and more attention to management incentive in recent years, and tried to reform the incentive mechanism, and achieved some results, there are still some misunderstandings on the understanding of incentive.
1. Motivation is reward
Incentive, in a complete sense, should include two meanings: stimulation and restraint. Reward and punishment are two basic incentive measures, which are unity of opposites. Many enterprises simply believe that incentive is reward, so when designing incentive mechanism, they often only consider positive incentive measures one-sidedly, but ignore or ignore restraint and punishment measures. Some of them have also formulated some restraint and punishment measures, but due to various reasons, they are not resolutely implemented and become mere formalities, and the results are difficult to achieve the desired objectives.
2. The same incentives can be applied to anyone
When many enterprises implement incentive measures, they do not seriously analyze the needs of employees, and adopt the same incentive measures to all people "one-size-fits-all", which results in the opposite. In management practice, how to effectively motivate individuals in enterprises is based on people's understanding. Through the analysis of different types of people, find their incentive factors, targeted incentives, incentives are the most effective. Secondly, we should pay attention to controlling the cost of incentives. We must analyze the ratio of expenditure to income of incentives and pursue maximum benefits.
3. As long as the incentive system is established, the incentive effect can be achieved.
Some enterprises find that after the establishment of incentive system, employees are not only not motivated, but the level of effort has decreased. What is the reason for this? In fact, a set of scientific and effective incentive mechanism is not isolated, and it should be coordinated with a series of related systems of enterprises to play a role. Among them, the evaluation system is the basis of incentives. Only with accurate evaluation can motivation be targeted. We must oppose equalitarianism and "one size fits all", otherwise, motivation will produce negative effects.

4. Fairness of incentives
Research shows that the fairness of incentives is also a strong incentive factor for employees.
This article comes from the network, published by Xuhao Machinery Co., Ltd. of roller car automatic gluing and folding machine. Consulting hotline: 13532663583

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