How to build a systematic and scientific incentive mechanism for the spirit of state-owned enterprises

2. 1 The incentive mechanism should effectively coordinate the enterprise goals and the employees' personal goals.

Maslow's needs theory, Herzberg's two-factor theory, Eldford's ERC theory and mcclelland's achievement needs theory all point out that basic needs are the driving force of human behavior. However, the needs of individuals are often inconsistent with the goals of enterprises, which requires the coordination of the two through incentives. First of all, it is necessary to increase the possibility for individuals to achieve job performance. To do this, on the one hand, it requires that the enterprise's goals are clear and have appropriate difficulty, which will attract individuals to work hard to achieve the enterprise's goals; On the other hand, enterprises must take measures to carry out strong control, such as salary increase, salary reduction, promotion, demotion, elimination and other ways to urge individuals to make more efforts from the outside; In addition, through mutual cooperation among enterprise members, leaders can eliminate obstacles that employees may encounter in the process of achieving their goals and help employees better achieve their enterprise goals.

2.2 The incentive mechanism should be as accurate and fair as possible.

First of all, the incentive mechanism should embody the principle of fairness. On the basis of extensively soliciting employees' opinions, a set of mechanism recognized by most people is introduced, and the system is published, which is strictly implemented and adhered to for a long time in the incentive. Secondly, it must be combined with the assessment mechanism, which can stimulate employees' sense of competition, transform this external driving force into a kind of self-working power, and give full play to people's potential; Finally, the system should be scientific, that is, the work should be meticulous and accurate. Enterprises must systematically analyze and collect information related to incentives, fully understand employees' needs and work quality, and constantly formulate corresponding policies according to changes in the situation.

2.3 Incentive mechanism should be multi-level and flexible.

The incentive method should avoid singleness, formulate different systems according to different jobs, different people and different situations, and emphasize flexibility and adjustability. Different types of employees have different dominant needs and are at different levels. Generally speaking, most high-tech talents are dominated by achievements and growth needs. Enterprises provide different ways to meet different levels of demand. Those who are guided by achievements and growth needs should start by providing training and development opportunities, while those who respect needs should provide recognition and appreciation.

2.4 Attention should be paid to the in-depth participation of senior leaders of enterprises.

The behavior of entrepreneurs is very important to the success or failure of incentive mechanism. Fairness of entrepreneurs; Communicate with employees, respect and support subordinates; Establish people-oriented management ideas in enterprises; Create a good working environment for employees; By demonstrating their work skills, management skills, ability to handle affairs and good professional consciousness, we can increase the cohesion of enterprises, let employees get psychological satisfaction at work and feel the embodiment of self-worth. At the same time, the attention, promotion and supervision of entrepreneurs are also very conducive to the effective implementation and execution of the incentive system.

3. Establish a salary incentive mechanism with value as the core, and improve the welfare mechanism to make it have incentive function.

3. 1 enhanced the role of incentive factors in salary composition.

What can really arouse the enthusiasm of employees and improve their work performance are incentive factors, such as bonuses, material rewards and shares. Adjust the proportion of non-fixed wages to more than 60%, and at the same time strengthen the assessment of employees, widen the assessment gap, and strengthen the application of assessment results in performance pay distribution. At the same time, strengthen the assessment management of fixed wages, avoid completely curing fixed wages, but determine the payment according to employee attendance, work efficiency and the completion of basic work responsibilities. 3.2 Flexible design of welfare items suitable for employees' needs

A perfect welfare system is very important for attracting and retaining employees, and it is also an important symbol of whether the human resource system of an enterprise is sound or not. At present, we try to adopt menu-based flexible welfare design in the welfare projects designed by enterprises themselves, that is, according to the characteristics and specific needs of employees, some welfare projects are listed and a certain total welfare value is stipulated, so that employees can choose freely and get what they need. This method is different from the traditional unified welfare plan, which is flexible and very popular with employees.

3.3 Use differentiated payment methods

Payment methods usually include on-time payment, piece-rate payment and performance payment. According to the differences of employees' job responsibilities and work characteristics, we should enliven the internal distribution forms, innovate the matching methods of salary, work performance and assessment results, and implement targeted salary incentive strategies, such as actively promoting basic salary+commission, project commission system, piece-rate salary, virtual contracting of business hall and other quantitative salary distribution methods in the sales front line, and the management department will increase the salary according to the completion of the project.

3.4 Choose a flexible payment method for salary and benefits.

We have combined cash compensation with non-cash compensation and achieved unexpected results. The former includes wages, allowances and bonuses. And the latter includes all insurance and welfare items provided by enterprises for employees, physical objects, tourism, recreation and sports organized by enterprises, and special benefits provided for employees' families, etc. At the same time, it is helpful to achieve the best incentive effect by shortening the time interval of regular incentives and keeping the timeliness of incentives. Frequent small-scale rewards will be more effective than large-scale rewards.

3.5 Enhance the openness, transparency and employee participation of the salary incentive system.

We disclosed all the salary systems, salary calculation methods and internal salary survey results, and let employees personally participate in the design and promotion of salary schemes, which effectively enhanced employees' sense of internal fairness and promoted the effectiveness of salary incentives.

3.6 Pay attention to the incentives for key employees.

Most enterprises are a few core employees, who play a decisive role in the development and performance of enterprises. In the case of limited salary cost increment, we should pay attention to the incentive of core employees. If the internal salary distribution gap is within an acceptable and reasonable range, we can try to adopt the growth rate higher than the market average for senior employees, the growth rate higher than the market average for middle-level employees and business backbones, keep the salary unchanged for ordinary employees for a certain period of time, and improve organizational performance as much as possible under the condition of limited cost.

4. Pay attention to the intrinsic spiritual incentive factors in the incentive mechanism.

4. 1 Establish a new spiritual contract with employees

Employees will always be loyal to those enterprises that are loyal to themselves, but the lifelong employment of state-owned enterprises often becomes an obstacle to the renewal of the workforce and the development of the company after the changes in the enterprise environment. In practice, we promote the establishment of a new psychological contract with employees, the core of which is the contract between the value embodied by employees in practical work and the return paid by enterprises. In the new contract, employees try their best to ensure the competitiveness of themselves and their own enterprises or departments; In return, the enterprise guarantees to provide training and education for employees, expand their knowledge and skills, and have the ability to find ideal jobs in other enterprises at any time.

4.2 Enhance the internal mobility of employees and promote people to make the best use of their talents.

Employees pay more and more attention to the realization of their own values. In practice, we should try our best to provide employees with the environment and opportunities to realize themselves, and adopt the methods of job rotation, internal open recruitment and talent exchange. Let employees receive multi-professional, multi-post and multi-organization training, cultivate their comprehensive ability and help them find the most suitable job for their development.

4.3 Focus on helping employees achieve personal growth

Through in-depth understanding of employees' personal needs and career development will, we can provide them with an upward path suitable for their requirements, so as to achieve the best combination of employees' personal development and sustainable development of enterprises, and form a long-term cooperation, honor and disgrace and * * * partnership with enterprises. At the same time, by improving the talent training mechanism, we can provide employees with learning opportunities to receive education and constantly improve their skills, so as to have lifelong employment ability.

4.4 Establish virtual work teams in appropriate fields

Knowledge workers are more engaged in thinking. We try to use project system and virtual team work design in some work fields with innovation and development as the core, so as to avoid rigid work rules, reflect employees' personal wishes and characteristics, and enhance the motivation for knowledge-based employees.

5. Strengthen the construction of corporate culture and create a good environment for employees.

5. 1 Show real respect for employees' personality through cultural construction.

The composition of enterprise employees is more and more characterized by high intelligence and high education. The remarkable feature of highly intelligent employees is that they pursue spiritual satisfaction in addition to economic benefits, especially the satisfaction of respecting needs. Enterprises put the concept of "people-oriented" into every specific work, and truly show constant respect for employees, thus winning employees' loyalty to the enterprise.

5.2 Actively and continuously communicate with employees.

The knowledge-intensive characteristics of enterprise employees determine the two-way interaction between managers and managed people. At present, most employees in enterprises do not accept authoritarian management, and they are unwilling to be bound by too much discipline, like to work independently, unwilling to compromise with others or enjoy their own inventions and creations, which increases the difficulty of management. In practice, we have established formal employee communication channels throughout the company to convey information quickly and accurately, with a view to gradually establishing a more democratic environmental mechanism.

5.3 Create a relaxed corporate atmosphere characterized by innovation

We actively advocate a leadership style based on support and coordination, giving employees room to play freely and allowing employees to decide how to complete their tasks independently. The task of managers is to set clear and stable work goals for employees, and how to achieve this goal is up to employees themselves. On the other hand, it provides the necessary resources for its innovation activities, including financial and material support, as well as the call of human resources. The autonomy of employees to solve problems can effectively stimulate their internal motivation, make them feel a sense of belonging to the enterprise, and enable them to make maximum use of their professional knowledge, technology and creative thinking ability.

State-owned enterprises must rely on their employees to give full play to their potential and create value consistent with the enterprise's goals if they want to maintain sustained motivation in the competition. Only by establishing a truly effective incentive mechanism, ensuring a virtuous cycle of the incentive process and giving full play to their talents can they have the motivation to maintain and create core competitiveness and realize real sustainable development. Among them, the more effective means include improving the salary and welfare system of state-owned enterprises, integrating incentive salary factors, attaching importance to employees' internal spiritual factors, establishing a corporate culture that conforms to the characteristics of state-owned enterprises and promotes the effectiveness of incentive mechanism, and paying more attention to the encouragement of core employees. Only in this way can employees believe that their efforts can be reflected in the performance appraisal, their efforts can be rewarded, high performance can bring high-level returns, and their various three-dimensional needs can be met to the maximum extent.