How to carry out incentive management in modern enterprises? Give examples to illustrate the incentive measures or methods of enterprises.

With the deepening of reform, the contradictions accumulated and implied by traditional management in enterprises over the years have become increasingly apparent. After the restructuring of enterprises, many unstable factors and signs have emerged among employees due to the petitions and gathering events of workers. Facing the change of individual and group concepts, the adjustment of interest pattern and the diversification of people's value orientation under the market economy conditions, it has brought many adverse effects on team management, which are mainly manifested as: more diversified concepts, clearer awareness of profit-seeking, more dispersed team layout, more institutionalized work operation requirements, and more diversified hot and difficult issues. Many old employees show obvious work fatigue, low work enthusiasm and professionalism, and serious lack of professional quality.

First, the factors affecting employee engagement analysis

1. Investigation on the current situation of employee engagement

In the past, we often heard such words as "it's none of my business", "I'm busy and really don't have time to think so much" and "I tried, but there was nothing I could do". There are also some employees who blurt out a sentence when they meet: "Today is really depressing." An employee said, "I'm in a bad mood today. Leave me alone. I'm bored to death." . In fact, these are all unprofessional performances.

At the beginning of 2007, our employees drew up 85 research topics in five aspects, such as work, working environment and personnel communication, and randomly selected 250 employees to conduct an employee engagement survey, among which 54.4% employees were highly engaged. Employees with high degree of professionalism account for 26% of the survey population; The average number of people with professional literacy accounts for14% of the survey population; Employees with poor engagement accounted for 5.6% of the survey population. 80.4% employees have a high degree of engagement, and 19.6% employees have a medium degree of engagement, indicating that nearly 20% employees' engagement needs to be improved.

According to the survey and statistics, among all the factors that affect employees' engagement, the space and opportunities for career development are the primary factors for employees. It can be seen that career development opportunities have a higher impact on employee engagement, accounting for 35.2%, followed by salary, 23.6%, good training conditions and re-learning opportunities, 18.4%, working environment and corporate culture, 1 1.2%, personal interest, 4.0%, and others.

From the above survey that affects employee engagement, 35.2% of the respondents believe that career development opportunities are the most important factor, which is higher than other factors. Secondly, fair and just salary system, working environment and people-oriented corporate culture atmosphere, personal interests, leadership attention and so on.

2. Analysis of the reasons for the current low employee engagement.

Through questionnaire survey and comprehensive and detailed analysis, the reasons for the low employee engagement at present mainly include the following three aspects:

(1) Employees are dissatisfied with their personal career development.

At present, only 58% of the employees in the center are satisfied with their career development. 17% are dissatisfied, 25% are dissatisfied and dissatisfied, and 42% are * * *, which shows that many employees have a dull and moderate attitude towards their careers and are still dissatisfied with their career development.

(2) Employees' satisfaction with salary is low.

Judging from the survey of employees' salary satisfaction, most of the employees surveyed are complaining about low salary. It is considered that the economic benefits of oil production enterprises are good, but the wages and benefits are low, which is not commensurate with the efforts made. In addition, in the process of employee performance appraisal, due to the low degree of job correlation among employees and the fine division of jobs, the assessment basis depends largely on the harmonious relationship between leaders and employees, which will inevitably lead to many human factors and emotional factors in the assessment process, resulting in a low sense of fairness in employees' salary.

(3) Employees are not satisfied with the training methods and effects of enterprises.

Judging from the satisfaction survey of employee training measures and effects, many employees think that: First, our training is eager to form and go through the motions, lacking obvious effects. The training content is divorced from reality and the training form is too simple, which leads to students' aversion to training. Second, the training is not standardized. The implementation of the training plan is inconsistent, the training schedule is arbitrary, there is no special training management system, and there is a lack of corresponding training norms and training guidance materials. Once you encounter other activities, the first thing to give way is training. The training items and contents are not based on the actual needs of enterprises and employees, but on feeling and copying the training of other enterprises; There is also a lack of necessary inspection of the teaching content of the training. Third, the training method is single. Enterprise training still adopts the simplest classroom teaching and pure theoretical indoctrination.

Second, the theoretical basis of incentive management to enhance employee engagement

1, the meaning of incentive management oriented to enhance employee engagement:

Guided by Maslow's hierarchy of needs theory and incentive principle, we should implement oriented incentive management to improve employee's engagement, that is, improve employee's engagement guarantee system from making good career development plan, establishing fair and just salary system, making career-oriented training plan, creating people-oriented and pursuing excellent corporate culture, etc., so that employees can become more dedicated and change from a slogan to "love their posts, be dedicated, serve and contribute".

2. Theoretical basis

(1) Demand Hierarchy Theory from Maslow

Maslow's hierarchy of needs theory holds that everyone has a series of complex needs, which can be arranged in a ladder-like hierarchy according to priority, including four basic assumptions: the satisfied needs are no longer incentives. People are always trying to meet a certain demand. Once a demand is met, there will be another demand to replace it.

Generally speaking, only when the lower-level needs are met can the higher-level needs have enough vitality to drive behavior. Only by meeting the needs of lower levels can high-level needs play an incentive role. There are more ways to meet higher-level needs than lower-level needs.

Maslow's theory divides needs into five categories: physiological needs, security needs, social needs, respect needs and self-realization needs, which are arranged from low to high.

Among them, respect for needs: respect for needs includes not only personal feelings about achievements or self-worth, but also others' recognition and respect for themselves. People who need respect want others to accept it according to their actual image and think that they are capable and capable. What they care about is achievement, reputation, status and promotion opportunities. This is because others are aware of their talents. When they get these, they not only win people's respect, but also feel confident because they are satisfied with their values. Failure to meet such needs will make them feel depressed. If the honor given by others is not based on their real talent and knowledge, but only in name, it will also pose a threat to their own psychology. When motivating employees, special attention should be paid to managers who have respect needs, and public rewards and praise should be adopted. Special emphasis should be placed on the arduousness of the work and the superb skills required for success. Awarding medals of honor, publishing praise articles in publications and publishing honor lists of outstanding employees can all enhance people's pride in their work.

Self-realization demand: the goal of self-realization demand is self-realization or development potential. People who reach the realm of self-realization accept themselves and others. The ability to solve problems is enhanced, the consciousness is improved, I am good at doing things independently, and I am required to be alone without being disturbed. To meet this demand for talent, he should have partially met other needs at some point. Of course, people who realize themselves may pay too much attention to the satisfaction of this highest-level demand, so that they consciously or unconsciously give up meeting lower-level needs. People who realize that demand points are dominant will be inspired to use the most creative and constructive skills in their work. Managers who pay attention to this demand will realize that innovation can be carried out in any kind of work, and creativity is not unique to managers, but what everyone expects. In order to make the work meaningful, managers who emphasize self-realization will consider using strategies that adapt to complex situations when designing their work, assign special tasks to people with unique skills to show their talents, or leave room for workers and staff when designing work procedures and making implementation plans.

Maslow's hierarchy of needs assumes that people are motivated to meet one or more important needs in their lives. In addition, the strength of any particular demand depends on its position in the demand hierarchy and the degree to which it and all other lower-level needs are satisfied. Maslow's theory holds that the process of motivation is dynamic, gradual and causal. In this process, a set of ever-changing "important" needs control people's behavior, and this hierarchical relationship is not the same for everyone. This is especially true for middle-level needs such as social needs and respect needs, and their ranking order varies from person to person. But Maslow also clearly pointed out that people always give priority to meeting their own physiological needs, and self-realization needs are the most difficult to meet. Finally, at a certain time, people may be motivated by various needs. Anyone's demand level will be affected by personal differences and will change with the passage of time.

High-level needs are more valuable than low-level needs. Enthusiasm is inspired by high-level needs. Man's highest need, that is, self-realization, is to express his potential in the most effective and complete way, and only in this way can he get a peak experience.

(2) Incentive principle

Motivation is a double-edged sword. If used well, it will arouse the enthusiasm and creativity of employees. If it is not used well, it will hurt the self-esteem of employees until it is counterproductive. There are both positive and negative incentives. Material reward is a typical positive incentive, while appreciation is a spiritual incentive and a "positive incentive", while criticism and punishment are often a "negative incentive". The same is true of enterprise management. "Appreciation management" means that enterprise managers should think that every employee can be an excellent employee, use more positive incentives such as praise and encouragement to employees, and use less negative incentives such as criticism and punishment to make employees work with a happy mood, so that the work efficiency is higher.

After research, economist Cook found that a person's creativity grew rapidly in the initial stage of taking office, lasting for about 2 years, then entered a stable period of creativity growth, lasting for about 2 years, and then the growth of creativity began to decline, that is, a person's creativity played a better role in taking office for about 4 years.

A development trend of modern enterprise management is to integrate humanization into management and pay attention to the development of human potential in order to improve the overall efficiency of enterprises. According to Herzberg's theory, there are two factors that affect people's behavior, one is health care, and the other is motivation. Health care factors refer to factors that meet low-level needs, namely physiological needs, safety needs and social needs. Incentive factors refer to the factors that meet high-level needs, that is, the needs of respect and self-realization. People's low-level needs can't stimulate people's enthusiasm and creativity. Only high-level needs, that is, incentive factors, can stimulate people's enthusiasm and creativity. Managers encourage and appreciate employees in order to meet their high-level needs and keep them healthy and happy. However, once employees are in a healthy and happy psychological state, they will be "proud of the spring breeze" and their work enthusiasm will be doubled.

Third, incentive management to enhance employee engagement of the main countermeasures

1. Make career development plans and career development-oriented training plans for employees.

It is to plan the career for each employee, so that each employee can see his own growth direction and space, thus mobilizing the enthusiasm of employees. This is the best way to increase employee participation. Although the treatment of employees in oilfield enterprises is relatively good in resource-mining enterprises, employees in enterprises all believe that their job satisfaction comes from career development. Is to let every employee of the enterprise take the initiative to choose the appropriate career development sequence according to their own talents. Some people are suitable for developing in the technical post sequence, while others are suitable for developing in the management post sequence, so that employees can not only obtain career development through the promotion of management posts, but also choose professional channels related to their own business. At the same time, establish a fair employee promotion system to provide every employee with opportunities for development, thus improving the satisfaction of employees' career development.

Self-evaluation should be carried out before employee career planning and design. The purpose of self-evaluation is to let everyone know and understand themselves correctly. External environment analysis focuses on the analysis of * * environment, focusing on the impact of the information age on career development and the challenge to talent growth; Internal environment analysis mainly analyzes the internal environment, including development environment, working environment and learning environment. On the basis of self-evaluation and analysis of internal and external environment, choose your own development channel. Planning a career for every employee, letting every employee see his growth direction and space, and thus mobilizing the enthusiasm of employees is the best way to improve employee engagement.

The implementation of career planning is an important part of career planning. In order to promote the development of talents, we should make a positive attempt in the construction of the implementation system of career planning. The first is the grass-roots rotation exercise system. Arrange employees to exercise in different positions in a planned way, and adopt the methods of bringing the old with the new and passing on the help, so that employees can be familiar with the production process of this major as soon as possible, accumulate experience, shape perseverance and lay a solid foundation for future development. The second is to actively promote the flow of talents. We mainly use direct employment, open competition, recruitment, selection and appointment to create opportunities for you to choose a job. At the same time, there are plans to train outstanding employees in rotation. Improve work skills and enrich work experience through job rotation. Thirdly, knowledge updating and continuing education for employees will run through the whole process of their career, so that they can establish the concept of lifelong learning. Training is mainly based on professional knowledge training and foreign language training, supplemented by other related professional knowledge, management knowledge and basic skills training. The training adopts the combination of full-time and self-study, and strives to form a virtuous circle of training-improvement-retraining-further improvement. The fourth is to improve the reward system and enhance the motivation of employees to keep forging ahead. When employees have made remarkable achievements or remarkable achievements, their achievements will be evaluated and assessed, and relevant awards will be declared and reviewed in accordance with relevant regulations, and they will enjoy corresponding honors and material rewards, so that outstanding employees can be promoted first in their careers. Assessment methods for managers and professional and technical personnel, regular assessment of employees, assessment results as the basis for career ladder promotion, so that outstanding employees can be promoted first.

For a long time, improving the effectiveness and pertinence of training work has been the goal pursued by enterprise training work. Due to the uneven quality of employees, the training needs vary greatly. The problems of "marching in a hurry" and "one person is sick and everyone takes medicine" have been puzzling the organizers of training work. On the basis of in-depth investigation and analysis of employee training mode and questionnaire survey of training needs, order-based training and menu-based teaching are implemented. Order-based training is that according to the training needs of employees, the employees give questions, and then the training department asks relevant personnel to write teaching materials. According to the different characteristics and interests of trainees, the training content and methods will not be "one size fits all" training, but "small scope" to improve the pertinence of training work. Menu teaching is to teach employees what they want to learn and what to make up, so as to improve the effectiveness of training. Tailor-made training plan for employees' needs, and the training objects are divided into four levels: leader, technician, monitor and operation. At the same level, classified training should be conducted according to quality differences and different training needs.

2. Establish a fair and just salary system.

An important potential factor affecting employee engagement is the realistic salary and treatment. Due to the influence of the environment, the salary of employees in oil production enterprises is basically certain, and they are not very competitive compared with other enterprises in the same industry. In this case, it is a realistic choice to improve the fairness of employee compensation. That is, starting with improving internal fairness and improving employees' satisfaction with salary. Fairness is the subjective feeling of employees, and it is impossible to try to solve this problem by modifying the salary system. When solving this problem, our attention is mainly focused on the process of salary management, not the result of salary management.

At this stage, the salary distribution scheme of many enterprises has been determined, and the salary increase expectation is not high. In this case, we should pay attention to spiritual encouragement, so that employees can feel that only creativity can bring returns and contribution can bring benefits, thus encouraging employees to concentrate on their work, give play to creativity and initiative, and truly realize the * * * development of employees and enterprises. This is a spiritual encouragement to show personal respect and value. It is to implement the concept of "people-oriented" in every specific work, show constant respect for employees, and win employees' loyalty and dedication to the enterprise. For employees with good performance and employees who have achieved their work goals, they should not only be given material rewards, but also be publicly commended, commended and awarded honorary titles. For employees with good performance and strong ability, they should be given promotion opportunities and rewarded for their achievements. It is to affirm the initiative of employees, encourage more employees to love their jobs, learn knowledge and engage in innovation, guide and encourage more employees to participate in the practice of innovation and efficiency, give them a platform, give them an opportunity to display their talents, make them rich and famous, and let all employees grow up quickly in a cheerful and happy mood.

In the setting of performance appraisal, the following improvements should be made:

First, highlight the main performance appraisal of employees and shape a "passionate group". The implementation of performance appraisal of some grass-roots teams has gradually made employees lose their enthusiasm for work. In this case, it is impossible to produce a "passionate group". In order to measure the performance of employees, we must first quantify various work elements. But some work cannot be simply quantified. In the setting of assessment items, it is necessary to highlight the main performance assessment of employees, and the setting of assessment items should highlight the key points and the core interests of enterprises, rather than covering all aspects, so as to avoid employees falling into the mire of performance.

The second is to reset the incentive project and cultivate the challenge spirit of employees. Because of the need to assess performance, almost everyone has set a relatively easy-to-achieve goal, resulting in the phenomenon of "quick points" and "profit points", which is easy to make the "challenge spirit" disappear. Too much emphasis on performance tends to distract the pursuit of immediate interests, so that it is difficult to see the performance score in the short term and the work will be ignored. Therefore, in the setting of performance incentive scores, the creative work of solving on-site problems should be placed in an important position, and the awards will be "enviable", thus attracting the attention of employees, constantly cultivating their creativity, cultivating their creative wisdom, and injecting surging power into their innovation and creation.

The third is to highlight the assessment of workers' cooperative spirit and build a harmonious team. The implementation of performance appraisal keeps employees away from the big pot of interest distribution, which is followed by employees playing their own "life-saving", teachers who have problems look on coldly, and there is a mentality of "making much ado about nothing, hanging high", and cooperation between colleagues will also have problems, leading to lack of team spirit. Therefore, we should strengthen the assessment of the spirit of cooperation in the setting of assessment items, cultivate the team spirit of employees, improve the cohesion and combat effectiveness of the whole team, and form a gratifying situation of "everyone gathers firewood and the flame is high".

3. Improve the employee's spiritual incentive mechanism, so that employees can grow up through incentives.

(1) Let employees grow up through appreciation.

The philosopher James once said: "The most eager requirement in human nature is the desire to be affirmed." And appreciation is to affirm a person's specific performance. Appreciation itself is a state of mind, and appreciation requires managers to be good at discovering the "bright spots" of employees, even if it is a little bright, they should "look" with a magnifying glass; Appreciation is a kind of care, which requires managers to find the method and art of giving love, concretize the appreciation of employees, and let employees feel the real care and love of managers from their daily work; Appreciation is an incentive. On the basis of acknowledging and respecting differences, managers guide employees to foster strengths and avoid weaknesses through appreciation, release their potential, and work hard bravely and actively. Appreciation is a kind of closeness, which allows managers and managed people to appreciate each other and form a benign interaction ... Under the effect of appreciation, employees' self-confidence and sense of responsibility are effectively stimulated, and at the same time, employees can be effectively promoted to actively tap their own potential, continuously develop various abilities, and eventually become efficient employees and enterprises become efficient enterprises.

Appreciating employees means being good at discovering the advantages of employees and making full use of them. When employees' "bright spots" are found, they should be praised and encouraged in time, so that employees' self-worth can be satisfied, their work passion can be ignited, and employees can have a steady stream of energy. If employees' work is not recognized, they will lose confidence and be in an unhealthy mental state, so it is difficult to give full play to employees' work initiative, and some will choose to "jump ship" because of this. In the enterprise, some backward employees with some shortcomings can't get the trust of the leaders. They are eager to get the understanding of others and hope to get a positive and fair evaluation. How much he needs encouragement, affirmation and trust at this time.

Nowadays, most enterprises are ordinary employees with average performance. Not being excellent doesn't mean that they don't work hard, that they don't want to succeed, and that they are willing to sink behind. They live at the bottom of the enterprise for many years, even in the corner where the sun is hard to shine. They need spiritual communication, understanding and encouragement. They are the kind of workers who will shine with a little sunshine, and they will try their best to prove themselves with a little encouragement. If they always don't get the respect they deserve, the result will be complete frustration and disheartening, which will become an obstacle and unfavorable factor for the development of enterprises. Therefore, a manager's encouraging eyes, a warm word, a sincere thank you, and a caring inquiry all reflect the trust and affirmation of employees, which can stimulate employees' self-motivation and sense of responsibility, and may even change their attitude towards work and life, and life may therefore turn to an inflection point. At this time, appreciation has become a booster for employee growth and an inexhaustible motive force for employee growth.

In fact, with the appreciation of managers, employees always try their best to maximize their advantages. On the one hand, give full play to one's own advantages and specialties and present the best side to others; On the other hand, starting from the need to maintain "inner respect", we should strive to overcome our own shortcomings, strive to do better, and let ourselves be appreciated by managers. In this way, in the appreciation of managers, unconsciously grow up step by step.

For our managers, we should be good at creating an organizational atmosphere in which employees can give full play to their advantages, contribute their talents and tap their potential. Managers no longer control, criticize and punish employees, but help employees grow up in an atmosphere of appreciation. Employees trust each other because of the atmosphere of appreciation, and cooperation is full of efficiency and vitality because of mutual trust. Enterprises develop because of the growth of employees, and employees share the results because of the development of enterprises.

Practice holds that appreciating employees is the source of motivating employees and a modern management art full of human feelings and vitality. Appreciation is a kind of spring breeze, which nourishes employees' minds, makes managers and the managed happy physically and mentally, and at the same time, it is also a bridge to narrow the distance between managers and employees, thus forming tolerant, harmonious and friendly interpersonal relationships within enterprises, reducing unnecessary costs caused by interpersonal tension, promoting enterprise harmony and enhancing enterprise core competitiveness.

(2) Let "Gold" shine early with the best culture.

Now the elimination rate and depreciation rate of talents are getting higher and higher. Talents, like commodities, are devalued. Depreciation of talents means that in the process of using talents, if they are not used, talents will fail and rust like things, leading to the aging of talents' knowledge, skills and concepts. Today's talents may become "useless" and mediocre talents tomorrow. If a person could not be appointed in time at that time, the value of talents would be greatly reduced or even outdated, and pearls would eventually be eclipsed and turned into gold, but if they were not excavated, they would be no different from a piece of soil and would never radiate its dazzling light. If it is not used in time, things will change and become a phenomenon of "yesterday's yellow flowers" against the depreciation of talents. We should plan ahead and put the establishment of talent preservation mechanism on the agenda as soon as possible. Establish the concept of "use is the best training", so that talents can keep fresh and increase value in use;

First of all, people make the best use of their talents. Establish a perfect evaluation mechanism in the selection and use of talents, and establish technical files such as talent technical training, performance evaluation and post adjustment. As long as you recognize him as a talent, no matter whether he is old or young, let him take an important position as soon as possible and gain knowledge and talent in practice. Old workers who are fully competent in technology and energy should also be appointed in time and play a role, so as not to let old workers lose their positions. Second, enterprises should design career plans for employees on the basis of investigating their internal growth needs, and constantly stimulate innovative thinking, enrich new connotations and accumulate talents by formulating job designs and job descriptions, so as to reach a higher realm of life; At the same time, it provides opportunities for talents to learn and let them keep charging. The third is to provide opportunities for the promotion of talents, truly consider their long-term development, provide opportunities to show their talents and potential, let them grow together with the enterprise, and make their accomplishments and talents grow simultaneously while contributing to the development and growth of the enterprise. It is to use talents when they are full of vigor and vitality, and not think of them until they are depressed and resentful.

(3) Effectively relieve employees' job fatigue.

At present, there are many old workers who have worked in front-line enterprises for more than ten years. Some old workers have been engaged in the same job for a long time since they started to work, and they have had obvious work fatigue for decades. Outstanding performance is lack of passion, perfunctory work, lack of initiative, laziness, lack of sense of responsibility, sense of urgency and innovative spirit, and drowsiness all day. Some employees often show low mood and low work enthusiasm; "Don't work hard" and walk slowly; Some muddle along, "be a monk for a day and hit a bell for a day" and "work hard" for a long time; No study, no progress and so on. Many enterprises turn a blind eye to this phenomenon and pay insufficient attention to their reasonable demands. Some enterprises are indifferent to this and pay little attention to it. We should actively explore ways to solve this problem, explore and implement "four therapies" in the practice of employee management, and effectively cure employees' job fatigue. These four "therapies" are price exchange, environmental therapy, style therapy and rest therapy. It is the internal job exchange for employees who have been engaged in a job for more than three years, so that these employees have a sense of freshness in their new jobs, master more skills and improve their work enthusiasm. Every six months or a year, employees in the same position will be replaced and transferred, so that employees can change their working environment and enhance their freshness to the new environment. Take advantage of work to carry out a variety of cultural and sports activities, so that employees can have fun and relax after work or after work. Encourage employees to travel on holidays and organize employees to rest. Let employees relax for a period of time and enhance their interest in doing a good job. In fact, the work fatigue of frontline workers is actually a "heart disease" and must be treated in time. Through the above-mentioned "four therapies", the care and warmth of the enterprise are sent to the employees, and their work fatigue is cured, so that employees can look at their work from a new angle, and at the same time, they can regain their enthusiasm and passion, put themselves in the employees' shoes, try their best to meet their reasonable demands within the scope of conditions, pay close attention to their physical and mental health, and truly reflect the humanistic care of "people-oriented".