Seeking to speak: the importance of employees' sense of ownership in enterprise development

The most important embodiment of employees' enterprise consciousness is their sense of ownership, that is, their enthusiasm, initiative and creativity as the main body and driving force of enterprise management.

Specific performance:

Consistency between personal goals and corporate goals; Coordination between personal interests and enterprise interests; Employees have a strong sense of responsibility and mission to the enterprise. Employees and enterprises share weal and woe and always pursue value.

It is a thinking mode of observing the enterprise from the perspective of the owner of the enterprise and being highly responsible for enterprise affairs, which is diametrically opposed to the idea of dependence and employment of employees and the idea of being silent about enterprise affairs.

Cultivating employees' sense of ownership is the ideological basis for rationalizing the internal production relations of enterprises, realizing unified will and collective struggle, and is also an important measure and strategy to fully mobilize employees' enthusiasm, tap talent potential, enhance enterprise cohesion, improve enterprise combat effectiveness and constantly adapt to the needs of market economy.

It is so important to cultivate employees' sense of ownership, but at present, the overall situation of employees' sense of ownership in many companies is still not optimistic, which seriously lags behind the requirements of enterprise management and development. Mainly in the following aspects:

First, there are blind spots in employees' understanding. The thought of employing people is serious, and they mistakenly think that "the boss is the master and the employees are the servants" in enterprises, especially the consciousness of participating in enterprise management is indifferent, and sometimes they even adopt an uncooperative attitude.

Second, there are misunderstandings. Some employees misinterpret the status of the master and insist that "the master should be the master", which confuses the different connotations of having the management right and directly exercising the management right.

Third, the pursuit is biased. Emphasize the status of the master, but ignore the role of the master, want power politically and benefit economically, but forget the responsibility of the master in behavior.

The reasons are both historical and realistic. There are both subjective and objective. To sum up, it is roughly as follows:

First, employees' psychological dependence consciousness and the idea of "waiting, relying and wanting" are accustomed to hard management with rules and regulations and quota indicators as the content, and pay insufficient attention to people-oriented soft management.

Second, ideological education is not strong enough, focusing on production and efficiency, ignoring the cultivation of employees' healthy psychological quality with positive thoughts. Moreover, enterprises only require employees to fulfill their master obligations and assume master responsibilities, and cannot fully establish their master status and power.

Third, we can't give the warmth of the employees' big family, and we lack "emotional input" to employees, or even none, so employees have no desire and requirements to be masters of their own affairs.

Fourth, the cultivation of the sense of ownership is insufficient, which only stays in words and propaganda, and it is difficult for the sense of ownership to become the ideological reality of employees. The old system greatly dampened and suppressed the sense of ownership of enterprise employees.

Fifth, the lack of democratic consciousness, inability to speak freely, brainstorming, has become an artificial resistance to inhibit the sense of ownership.

In order to cultivate and inspire employees' sense of ownership, we should establish an encouraging and motivating management system. At the same time, actively explore the art and strategy of management, and constantly improve the depth, breadth and intensity of work, so that employees' sense of ownership can be effectively cultivated, and employees can fully realize that enterprises are the carrier of employees' interests and destiny, and employees' interests are inseparable from the fate of enterprises.

The sense of ownership of employees, as a positive value concept and a complete psychological mechanism, can't be generated spontaneously, and it can't be expected to be effective by issuing two documents, ordering several systems and shouting several slogans. Only from the overall situation can we reform the old system that breeds inertia, eliminate vulgar philosophy of life, and especially take the reform as an opportunity to mobilize and organize employees to participate in the whole process of reform. From formulation to implementation, the reform plan should follow the mass line and adhere to democratic discussion and open decision-making.

In order to fully stimulate the sense of ownership of enterprise employees and mobilize the enthusiasm, initiative and creativity of each employee, it is necessary to further establish an effective responsibility system with clear responsibilities and strict rewards and punishments. According to the functional division of each unit and post, it is decomposed layer by layer and implemented to people. The most important thing is to establish a correct people-oriented idea in business philosophy, fully and comprehensively cultivate and stimulate employees' sense of ownership, constantly optimize the humanistic environment within the enterprise, form a joint force of top-down, balance resources and make concerted efforts to promote the healthy development of the enterprise.

Motivate employees

Give them a sense of honor and disgrace, and strengthen your appeal and encouragement. Unified thinking

Give them a sense of ownership.

The spirit of ownership, that is, the spirit of being the master of the house, makes employees feel involved: employees participate in various activities of enterprises with a sense of competition; Employees are in a mental state of actively striving for the company's profit target and have a sense of innovation; They constantly strive to expand their thinking activities in new fields and have a sense of benefit; Employees pursue the maximization of the company's interests and get big returns with small investment, and have a sense of dedication;

The workers dedicated their bodies and minds to the noble sentiments of the enterprise.

In the case of a company, the ownership of employees can be realized in the following ways:

The first is to improve the effective mechanism and give full play to the stage of enterprise employees' sense of ownership.

Second, adhere to democratic management and broaden the channels for employees to hold shares. Let employees participate in enterprise management as masters (for example, through brainstorming), and realize the self-improvement of employees' sense of ownership in the whole process.

Third, give the right to be the masters of the country and provide the guarantee of the spirit of ownership for employees. (such as "right to know", "right to vote" and "right to supervise")

Fourthly, corporate culture construction is regarded as an important carrier for restructuring enterprises to cultivate employees' sense of ownership. It is necessary to determine the business philosophy of the enterprise, use the development goal and grand blueprint of the enterprise to boost morale, unite people, stabilize the team, and create a good corporate culture atmosphere.

Five, pay attention to the material interests of employees, and effectively ensure the material foundation of employees' spiritual masters.

Ownership is very important. No matter what level, once an enterprise reaches such a spiritual realm, it will gain a kind of spiritual support. It will become the source of self-discipline and self-motivation, the spiritual power of self-consciousness, innovation and active participation, and the internal call of pursuing Excellence and realizing self. And this mental outlook and psychological state is formed through the ownership role and pursuit of employees.

Many facts have proved that a strong sense of ownership has been formed in all levels and management of enterprises, including full decentralization and full trust in front-line employees, interests and * * *, and * * * responsibilities. In this aerospace enterprise, there will be a large number of workers and talents.

Therefore, cultivating employees' sense of ownership is the eternal theme of corporate culture construction.

In today's reform and opening up, enterprises are in a crisis of competition every day. In the face of fierce competition, some enterprises are in full swing, while others are facing bankruptcy. These are obviously two sharp contrasts. The proposal of this paper will cause the enterprise leaders to think deeply. Cohesion, as an invisible force in an enterprise, is conducive to the close unity of employees, inspiring their morale, coordinating the relationship between employees and between employees and leaders, enhancing their confidence in the enterprise, stimulating their enthusiasm, initiative and creativity, and promoting the development and competitiveness of the enterprise. Salt industry has a long history and rich cultural connotation. Nowadays, in the face of various challenges, strengthening enterprise cohesion will promote the development of salt industry, so that salt industry can survive in stability and develop in survival.

First, corporate cohesion and its importance

Enterprise cohesion is a centripetal force that makes employees unite, trust each other, promote each other and work hard. It can improve the morale and spirit of employees, thus improving work efficiency and enhancing the strength and competitiveness of enterprises. Today in the 2 1 century, with the diversification and integration of the world economy, more foreign-funded enterprises have been integrated into China after China joined the WTO. On the one hand, it promoted the development of China and made China go abroad and go to the world. On the other hand, it also makes the competitive pressure of enterprises more and more serious. Personally, I think that the most important thing for enterprises to stand out from the competition and be in an invincible position is to enhance the cohesion of enterprises.

1, cohesion is the spirit of the enterprise.

Enterprises are like people's bodies, and employees are flesh and blood. Cohesion is a spirit of people, a spirit of tenacious struggle and courage to struggle. If a person does not even have this spirit, his life may come to an end; And if an enterprise has no enterprise spirit, it will inevitably go to extinction. In the crisis, it is the spirit that sustains us to survive. The cohesion of enterprises is also the spirit that supports the survival and development of enterprises. This cohesion has become a bond that closely connects employees' hearts, allowing employees to do their best and create wealth for the enterprise.

2. Cohesion is the internal cause of an enterprise, and internal cause is the basis of the development of things.

As the old saying goes, "when you are busy outside, you must be safe inside." The rationalization of internal system and the standardization of employee work system are important prerequisites for the smooth development of enterprises. The enhancement of enterprise internal cohesion will enhance employees' work enthusiasm, so that employees' work mood will be high, they will not be suspicious of each other, they will be better involved in their work, work efficiency will naturally improve, and at the same time, they will bring huge economic benefits to enterprises. Good economic benefits can greatly enhance the cohesion of employees. Such a virtuous circle is good for both employees and enterprises, so it is imperative to enhance the cohesion of enterprises.

Second, how to enhance enterprise cohesion and improve enterprise competitiveness

1, enhance corporate culture and establish corporate image, thus enhancing corporate cohesion.

"Corporate culture plays a cohesive role in promoting corporate harmony and cultivating employees' sense of belonging". [1] Different enterprises have different cultural backgrounds, different regions and different cultural backgrounds. Valuable corporate culture will play a positive role in the development of enterprises. "Different enterprises have different ways of living, different ways of living create different corporate cultures, and the appropriate corporate culture makes enterprises grow and develop". [2] As an intangible asset, corporate culture has existed in enterprises for a long time.

(1) Fully implement humanized management.

People have feelings, especially China people, who know how to repay kindness best. We should not be too harsh on employees, but should implement humanized management. The so-called humanized management is to set reasonable working hours for employees from the interests of employees, relieve their worries, not deprive employees of their surplus value, respect employees and treat every employee fairly. In this way, employees will devote themselves to their work with greater enthusiasm. Our company has been implementing humanized management, and has formulated a reasonable management system and a reasonable salary system from the interests of employees, with clear rewards and punishments for employees. Considering the current employment pressure, the company leaders recruit employees' children internally based on the principles of fairness, openness and justice, which relieves employees' worries.

(2) Cultivate high-quality talents and promote enterprise development.

Talent is the key to enterprise development. Constantly improve the overall quality of employees, so that the quality of employees can be integrated into the corporate culture and meet the needs of continuous change and development of enterprises. The more harmonious this integration is, the stronger the cohesion of the enterprise will be. Enterprises should not only train technically, but also train employees' professional quality and moral level, so that employees' psychological quality can withstand the blow and will not be in a mess at the critical moment of the enterprise. A stable psychological quality helps to clear the mind at a critical moment, find a road suitable for enterprise development, and form cohesion in this process.

2. Respect employees and fully exercise the responsibility of ownership.

The establishment of the * * * production party in China cannot be separated from the joint efforts of the people of the whole country, and the people of China have turned over and become the masters of society. This sense of mission has formed our cohesion. Therefore, leaders should not only rely on their own opinions, but also listen to and collect the opinions of employees, so that they can actively participate in the development of enterprises. As the saying goes; Two heads are better than one. At the same time, it can also let employees buy shares in the enterprise, let employees become one of the shareholders of the enterprise, let them feel the status of masters and enhance the motivation of work. Employees are important partners of enterprises and an indispensable force for their development. A person's ability is infinite. When a person is motivated, he can often exert more unexpected power. "James, a psychologist at Harvard University, is right.

In the investigation of employees, it is found that the ability of employees who are paid on time can only be played by 20%-30%; Self-motivated workers, because their thoughts and emotions are highly stimulated, their ability can be brought into play to 80%-90%. In other words, the role played by the same person after being fully motivated is equivalent to three or four times that before being motivated. "[3] The staff's morale has been encouraged, and the cohesion has gradually increased with this encouragement.

3, salary is the driving force to promote the work of employees, is an indispensable condition to enhance enterprise cohesion.

Stable income can better arouse the enthusiasm of people in the workplace, and the amount of income also reflects a person's life value from one side, which is the reward paid and the recognition of employees by enterprises. We have learned in middle school textbooks that "the economic base determines the superstructure". "Although money is not the only force that can inspire people, money as a very important incentive factor can not be ignored. Money is a reflection of many incentives. Money is often more valuable than money itself, which may mean status and power. " [4] If the income distribution is too egalitarian, it will lead to the laziness of employees, which will lead to the low ambition of employees, which will make employees who have contributed to the enterprise dissatisfied, which will make people refreshed and reduce cohesion. Therefore, "distribution according to work" should be implemented in income distribution, and there is a reasonable gap. When employees see that pay and return are in direct proportion, employees will have a kind of trust in the enterprise. This kind of trust is conducive to mobilizing the enthusiasm and initiative of employees and enhancing the cohesion of enterprises.

Personal development is an indispensable link to enhance enterprise cohesion.

The satisfaction of money is only the lowest desire of people, and personal development is its sublimation. From Maslow's demand theory, we can know that he divides human needs into five stages: physiological needs, security needs, social needs, respect needs and self-realization needs. These five needs are progressive. For some people, the need for self-realization is the driving force of work. If an enterprise can fully provide employees with such development space and give full play to their talents, employees will have a sense of belonging and identity with the enterprise. The stronger this feeling is, the stronger the cohesion will be. As the famous Hawthorne experiment revealed, a simple change in working environment can lead to an increase in production efficiency. You can change the location of office furniture, and consider what benefits employees can bring by working in different departments or outside the office for a while. It may be necessary to adopt some form of job rotation mechanism. [5] Let employees participate in various skills learning, training abroad and so on can motivate employees and enhance corporate cohesion.

5. Welfare treatment is the strong backing to enhance enterprise cohesion.

Good welfare treatment is the embodiment that an enterprise really cares about its employees. According to the newspaper, at last year's college students' double election meeting, the most concerned issue for college students was not salary, but whether the company had taken out various insurances for its employees. If even the most basic medical insurance and pension are not guaranteed, it will cause employees to doubt the economic strength of the enterprise, thus reducing work efficiency; If the welfare benefits are effectively guaranteed, employees will form a kind of dependence and gratitude for the enterprise, which plays an important role in enhancing the cohesion of the enterprise. Our company provides medical, pension and unemployment insurance for every employee, which relieves the worries of employees, eliminates the psychological burden of employees, and makes employees more actively involved in their work; In the vacation system, company leaders also fully consider the interests of employees. In addition to national statutory holidays, they also give certain holidays according to the length of service of employees, and go out to recuperate, which greatly enhances the cohesion of enterprises.

Third, summarize the possible results of the enterprise after strengthening the cohesion of the enterprise

With the progress of society and the change of economic system, the competitive mechanism of enterprises will also undergo qualitative changes. While establishing a modern enterprise system, we still consider the factors of cohesion. The competition outside is really fierce, but the intangible force of internal cohesion is more difficult to grasp. After enhancing the cohesion of the enterprise, it is undoubtedly a stabilizer for the enterprise, which stabilizes the mood of employees and is also the foundation of the enterprise.

The survival of employees is inseparable from enterprises, and the development and innovation of enterprises are also inseparable from the efforts of employees. When employees agree that the development of the enterprise is closely related to their own efforts, and regard the enterprise as a lifelong effort, strong cohesion will ease the work pressure of employees, make them work in a happy and relaxed environment, and find ideas for the development and innovation of the enterprise. An enterprise that unites its employees will develop steadily and prosper. Enterprises have entered a very coordinated and cooperative state, which enables them to learn and innovate constantly in cooperation, thus improving their competitiveness and bringing huge economic benefits to enterprises. This kind of cohesion makes the relationship between employees and between employees and enterprises more harmonious and close, so that employees of enterprises can still unite and cooperate in times of crisis, overcome difficulties and revitalize enterprises. Enterprises give employees a platform on which employees can play freely, which endows enterprises with life and enables them to survive. A cohesive enterprise is a dynamic enterprise with strong corporate culture and perfect enterprise system, which makes employees full of trust, hope and arouse their enthusiasm. Only under the impetus of cohesion can enterprises stand out from the competition. Salt industry has its unique nature and tenacious vitality. I believe that under the leadership of the head office, our salt industry will have another brand-new situation. It will shine brilliantly and create a new era in history!

The above contents are for reference only! Zhushun!