The cases of government encouraging employees should be real cases in the past three years, both at home and abroad.

One night, Akio Morita, the chairman of Sony Corporation, went into the staff dining room to have dinner and chat with the staff as usual. He has kept this habit for a long time, cultivating employees' sense of cooperation and good relations with employees. On this day, Akio Morita suddenly found a young worker unhappy, full of worries, immersed in eating, who also ignored. So, Akio Morita took the initiative to sit opposite the employee and chatted with him. After a few drinks, the employee finally spoke: "I graduated from the University of Tokyo and have a very lucrative job. However, before I entered Sony, I was fascinated by Sony. At that time, I thought that entering Sony was the best choice in my life. However, it is now discovered that I am not working for Sony, but working for the monitor. Frankly speaking, my section chief is incompetent. What is more sad is that all my actions and suggestions must be approved by the section chief. Some of my own small inventions and improvements, the section chief not only did not support, did not explain, but also laughed at me for wanting to eat swan meat and being ambitious.

Motivation of Panasonic employees in Japan

In order to understand each other's operating results, Matsushita Japan holds seminars attended by managers of various departments every quarter. Before the meeting, all departments were divided into four levels: A, B, C and D according to the task completion from high to low. At the meeting, the * * department reported first, and then the B, C and D departments. This makes full use of people's competitive psychology, because no one wants to be the last.

Staff Motivation of Southwest Airlines

The internal magazines of Southwest Airlines often let employees of Southwest Airlines know their performance through the section "How do we rank". Here, employees can see the monthly routine reports and statistics of the Ministry of Transport on punctuality, baggage handling and passenger complaints. And compare the evaluation results of the current month and last month, and calculate the overall performance ranking of Southwest Airlines in the industry. It also lists the industry average to help employees grasp the trend and compare the distance between the company and the average. Southwest employees are full of confidence in these data because they know that the company's achievements are closely related to their work performance. When a peer ranks higher than Southwest Airlines for several months in a row, news will spread within the company in just a few days. Eventually, employees will redouble their efforts and look forward to catching up with others. The front-line staff of Southwest Airlines are well informed, which is unmatched by many colleagues.

Amway employee motivation handbook

Amway was rated as one of the best customers in China 10 in 200010, which is closely related to its full communication. On Amway Intranet, employees can express their suggestions and dissatisfaction at any time. The company has a special person to deal with employees' opinions on the website and respond to employees quickly. Amway has 60 regional centers and 2,000 employees in China. Every month, the regional center and Amway headquarters will hold staff meetings, and all senior managers will take this opportunity to meet employees and listen to their opinions. If we sit down and communicate, many problems can be solved immediately. The director of human resources will appear in the meeting places in different regions to keep abreast of employees' trends and convey Amway's mission to every employee.

Lawson employee motivation

Lawson is the second largest convenience store chain in Japan. When TakeshiNiinami took over as President of Lawson in May, the original excessive expansion left Lawson with too many branches. As deflation in Japan depressed retail prices, many branches lost money. The company's new businesses, such as automatic teller machines (ATMs) and online shopping centers, failed to bring profits. The company's fast food is not only known as "boring", but also has a "terrible" reputation. Since then, Niinami has taken over Lawson like a whirlwind, and his tanned face is well known in Japanese business circles.

Shortly after taking over as president of Lawson, Niinami made a plan to visit all Lawson's branches (there are 7,648 branches in Japan), and "I always try to communicate directly with Lawson's employees, and maybe they sometimes think,' That annoying guy!'" "But I am always straightforward." This outspoken style has significantly improved the sluggish morale of Lawson employees. Michinori Shimizu, an analyst at Morgan Stanley, believes that improving communication between Lawson branches and senior management is Niinami's greatest contribution to the company since he took office. He pointed out that Niinami's straightforward style helps to improve morale, because it makes employees feel that radical reforms are being carried out. In the report, he advised investors to buy Lawson's stock. "The atmosphere of the whole company has improved, and Lawson has become a company where employees can freely express their opinions to their superiors." In view of Niinami's efforts, Lawson's high morale is gradually turning into more beautiful business performance. Although the overall economic situation is not good and competitor SevenEleven has extraordinary strength, Lawson's share price has remained stable in the slump of Nikkei in the past three months and achieved initial results.

General Motors Employee Incentive

In order to improve labor productivity, General Motors once implemented enterprise reengineering and reform plans to strengthen the control of automobile production and assembly business.

After the reform, workers thought it was a return to the "sweatshop-style" management in the 1930s, allowing them to do more work with the same salary. With the homework becoming easier, simpler and more repetitive, the requirements for workers' skills are reduced, and workers are not interested in their work, and their dissatisfaction is greatly increased. Complaints about workers' dissatisfaction increased from 65,438+000 to 5,000. Finally, the workers went on strike and the enterprise lost 45 million dollars. Since then, the assembly line has been found to be shut down many times. Because the workers walked slowly, the car left the factory without necessary inspection, and many quality problems appeared.

Factory committees in German enterprises

In German enterprises, participation in management is mainly achieved through the negotiation of the factory committee, the decision of the board of directors and the checks and balances of the board of supervisors. The factory committee is composed of representatives elected by all employees except the management, and the committee holds joint meetings with employers regularly. According to the law, employers are obliged to provide all kinds of information and related documents to the factory committee, especially those related to financial production and workflow changes. For enterprises with more than 100 employees, the factory committee must designate a finance committee to hold regular meetings with the management to understand the company's financial situation; For enterprises with more than 1000 employees, employers must also report all aspects of the enterprise in writing every quarter. The Committee can express opinions on almost all major decisions and initiatives in the enterprise. In terms of working hours, wages and benefits, the Committee also has the same decision-making power, especially when it is found that the change of working conditions has damaged the humanized needs of employees, it can ask the employer to change or compensate.

A Case Study of Employee Motivation in Dell Company

How Dell adopts "wife training" to train sales staff. They compared the sales manager to the "wife" of the new salesperson. The sales manager, like his wife, constantly nags and encourages newcomers to form long-term good sales habits, so that sales training can finally play a role. The training is jointly completed by the training manager and the sales manager. Sales newcomers should not only report to the line manager, but also report to the training manager. The training manager is responsible for skills training, tracking and evaluation (ranking new salespeople every week and informing them of the ranking by email. No pressure, no motivation! ), the sales manager undertakes coaching and management functions, and achieves the purpose of improving performance through the final implementation of newcomers. The first is a three-week intensive training, in which experts explain the sales process and skills and invite experienced salespeople to share their experiences.

Then a meeting is held every weekend, in which both the sales manager and the training manager attend, to check the progress of the newcomers last week, discuss and share their work experience, analyze new sales opportunities and make sales plans for next week. Sales manager, training manager and newcomer discuss their growth and next steps. In the end, the "wife" can consciously guide newcomers to use sales skills at work, encourage newcomers in time, and effectively manage newcomers. The effect of "wife training" is amazing, which can be explained by numbers. The average sales of Dell sales representatives in each quarter is $800,000. When there is no "wife training", the average sales of newcomers in the first quarter is $200,000. After such training, the average performance of newcomers in the first quarter reached $560,000, much higher than the previous sales of 200,000 newcomers.

Hitachi's "Marriage Agency"

In Japan, where the company is regarded as a big family, the boss attaches great importance to the marriage of employees. For example, Hitachi has set up a "matchmaking agency" to build a "magpie bridge" for employees. When a new employee enters the company, he can input his education, happiness, family background, height and weight into the "Queqiao" computer network. When an employee submits a courtship application, he or she has the right to access computer files. Applicants often use their rest days to sit on the sofa and read these files slowly and carefully until they find a satisfactory object. Once he is selected, the contact person will send all the information of the selector to the selected party. If the selected party agrees to meet, the company will arrange an appointment for both parties. After the appointment, both parties must report their views on each other to the contact person. The manager of the human resources department of Hitachi said: Because Japanese people are nervous at work, employees have little time to find suitable life partners. We are happy to do it for them. On the other hand, it can also stabilize employees and enhance enterprise cohesion.

Employees' Motivation in Wal-Mart

Sam, founder of the world retail giant Wal-Mart? Walton, the founder of the world retail giant Wal-Mart, sam walton set three mottos for the company as early as the beginning of his business: customers are God, customers are God, respect every employee, and pursue Excellence every day. There are three mottos: "Customer is God", "Respect every employee" and pursue Excellence every day.