The enthusiasm of employees is not high. Is it a management problem or an employee problem?

The so-called enterprise management, there is no fixed model; "Enterprise" is just that everyone is in a room, subject to certain constraints, otherwise it will be chaotic; There are a hundred different people in the world. Without rules, there would be no Fiona Fang.

How to judge the consciousness and unconsciousness of enterprise employees is difficult; Employees are always passive in enterprises, which is the relationship between employment and being employed, or the relationship between exploitation and being exploited. Enterprises only provide a platform for employees. If employees play well, they will show their talents on this platform, and at the same time they will be rewarded by economic conditions. In this way, he will continue to be employed.

If what people do in enterprises is mediocre work, they just need to do their own jobs at ordinary times, which I think is very good. After all, due to the affiliation there, I feel a little forced to be too conscious.

According to many years of experience in middle management, I think employees are not motivated. From the perspective of management and humanity, from the macro perspective, management problems account for 80%, and employees' own problems account for 20%. From the microscopic point of view, different industries, different enterprises and different employee groups are also different. Perhaps the proportion of employees' own problems will be higher than 20%, but overall, it is still a management problem. As the saying goes, "There are no incompetent soldiers, only incompetent generals". To tell the truth, employees are not motivated. Isn't it the interests of managers that are harmed? Therefore, managers must give priority to solving management problems.

First, from the perspective of human nature, the more grass-roots employees, the better the benefit-driven effect. The more senior people are, the more complicated the driving factors are, such as career-driven, self-worth-driven and so on, so I won't write it for the time being. The interests of employees are relatively simple. According to Maslow's demand theory, they mainly focus on the need for survival and recognition. Survival refers to salary and welfare, and recognition is spiritual encouragement such as honor, recognition and affirmation. In today's society, the cost of living is high, the pressure of raising a family is great, and profit-driven is more important. An entrepreneur once said that the best incentive for grass-roots managers and employees is spending money. The enthusiasm is not high, and 80% of the reason is that the money is not in place. The money is almost in place, and employees will have spiritual needs such as being appreciated and affirmed.

Second, why do I say that 20% of the responsibility is the employee's own problem? Employees are divided into several categories, spontaneous combustion type, passive type and passive type. Passive employees need a combination of rewards and spurs from managers to act. Negative employees, no matter how positive they are, have no enthusiasm, and all their thoughts are empty, such as popular Buddhist youths, employees who muddle along without pursuing, and employees who are not interested in their jobs. This part of the staff is not to say that there is no enthusiasm at all, but that managers need to spend too much thought and the cost performance is not appropriate. I learned from practice that instead of trying to mobilize their enthusiasm, it is better to give them up, arrange them to engage in procedural work, and focus on how to motivate those spontaneous combustion employees and passive backbone employees.

Third, managers should clearly know that mobilizing employees is their primary responsibility. Employees' enthusiasm is not high, whatever the reason, the first thing that hurts is the interests of managers. Therefore, mobilizing the enthusiasm of employees is a compulsory course for managers and the most cost-effective management purpose. After years of practice, I think middle managers often focus on how to motivate employees. So, how many means are there to motivate employees? There are three main types:

One is profit-driven, which is the most effective. Prosperity is for profit, which is the basic human nature. Employees actively work, first of all, in order to earn more money and let themselves and their families live a decent life. The role of managers is to formulate a scientific and reasonable performance appraisal and salary distribution mechanism. Pay special attention to "reaction", that is, "drawing pie" that employees hate most. If it is not cashed in time, it will not only arouse their enthusiasm, but also reduce their previous enthusiasm, and even have a counterproductive effect, and employees will not be active.

The second is career-driven, which is the longest and most profound motivation. Some young employees are ambitious and do not pay attention to their income in the first few years. The key is whether they can learn something, grow and progress. Such employees have a long-term vision. In order to earn more money in the future, they don't pay attention to wages, but pay more attention to whether they have a career and whether they can grow. For such employees, it is better to give career, stage, opportunity and training than simply throwing money, provided that too little money is not given.

The third is spiritual drive, which is the most economical and cost-effective way to motivate. Spiritual encouragement, useful, but short-lived, requires constant use of mind and constant change of tactics. For example, kindergarten children will be rewarded with little red flowers today, small handkerchiefs tomorrow and little red riding hood the day after tomorrow. Little red flowers are bored every day. The same is true for employees. When employees have a little money and a little career, they are eager for recognition and praise, but you always praise therapy, and their stimulation threshold is getting higher and higher. As managers, we must constantly change the model and constantly stimulate them. This reflects the level of managers. Some managers are very clever. They vary from person to person and always scratch the excitement of employees. Different employees have different levels of excitement, and the same employee has different levels of excitement at different stages. Anyway, spiritual encouragement is free, and smart and diligent managers always work hard here.

It's not an employee problem, management problems only account for part of it, and there are others.

The enthusiasm of employees is not high. Emphasis is placed on leadership and management issues. It is related to the imperfect discipline system of the unit! Therefore. Lead to low enthusiasm. Discipline is slack, slack! One of the main reasons!

From the problem itself, we can't directly judge whether it is a management problem or an employee problem. Before answering, we should first find out what factors affect the enthusiasm of employees, and then compare the real situation of our own enterprise, and finally find out whether it is a management problem or an employee problem.

It can be explained from two aspects, one is the hardware and system level of the company, and the other is the management method level.

What are the institutional factors that affect employees' enthusiasm? A. Perfect salary system: The most direct, simple and rude incentives are salary increase and bonus, which is also the most direct demand of employees. The salary system of enterprises should make employees get more for more work and encourage employees to work independently. On the contrary, unreasonable salary system will make employees muddle along, muddle along and muddle along.

B. Effective performance appraisal mechanism: the function of performance appraisal is needless to say, and it is necessary to consider whether the items of performance appraisal are reasonable and whether the key positions are grasped; Whether the performance indicators are quantifiable and easy to count; Whether the performance results are related to the salary and promotion of employees.

The results of performance appraisal need to be open and transparent, allowing employees to question and challenge, guiding employees to work actively through performance, and improving work performance.

C. Promotion mechanism: it gives employees hope, and promotion will bring benefits such as salary, personal honor and self-improvement. When planning a position, an enterprise should consider the promotion route of employees in the position, stimulate employees to keep learning and making progress, and create more value for the enterprise while being promoted.

D. security system: it means to reassure employees. Enterprises should be equipped with safety production facilities and labor protection, consider employees' accommodation, attendance and work meals, and purchase insurance and security funds stipulated by the state so that employees can work with peace of mind.

E. Working environment: A comfortable working environment can improve the work efficiency of employees. The production workshop should consider temperature, humidity, brightness, cleanliness, noise, irritating smell, etc.

What measures do managers take to improve the enthusiasm of employees? A, play a leading role, set an example, give more guidance during the study period of new employees, help employees build confidence, make employees competent for their work quickly and improve their enthusiasm.

B, trust employees, sincerely praise employees, employees' work enthusiasm needs to be gradually improved. The most effective way is to give employees trust and praise constantly, and stimulate employees' work enthusiasm through their sense of honor.

C, don't complain, reduce criticism, as a manager, you should be calm, take your time, stabilize employees' emotions, don't complain when you encounter problems, and criticize employees' mistakes, but don't criticize every day. Continued criticism will reduce the work efficiency of employees, produce negative psychology, and hit the confidence of employees.

E. Work authorization: Be good at authorizing, trusting and respecting employees' decisions at work, and at the same time monitor the progress of work and mobilize employees' subjective initiative.

F. Create a competitive working atmosphere: Managers can create a working atmosphere in which you can catch up with each other and make progress together by setting an example, setting a benchmark, evaluating excellence, competing the skills of workshop employees, and selecting experts.

G. Share employees' ideas: One way to arouse employees' enthusiasm is to let employees participate in it, listen to their opinions, let employees participate in system formulation, express their ideas and put forward their opinions, and enhance their sense of ownership.

If we meet the requirements of enterprise level and manager level, and then answer management questions or employee questions, I believe you can find the answer you want.

If you like it, please like it and forward it. Thank you! Between employees and leaders is the relationship between management and being managed. If something happens, no one can escape!

0 1, a joke

It is also right to attribute all the responsibilities to enterprises and leaders! Who let you be the leader, who let you bring the employees in! Who made the systems, policies and decisions in the enterprise, and many behaviors led by the boss, can't guarantee that all employees are happy and satisfied? !

Enterprises are incompetent and their leadership level is poor. From the recruitment stage, their ability is insufficient. All questions can be pushed to the leader, no problem!

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The old ghost above expressed a point at the beginning in this way: Dear friends in the workplace, if we are at the grassroots level, even if all the problems are pushed to the enterprise, it will not help us personally! It is useless to our personal growth, development and income. !

Employees are not motivated. We can find countless reasons to prove that enterprises and leaders have problems. Absolutely! But after finding these reasons? We're doing nothing? We expect leaders to change, enterprises to admit their mistakes, and enterprises to make adjustments immediately? Let's be satisfied before we show enthusiasm?

02. If you are a business owner, don't complain, blame or complain about employees' ideas in your heart!

Because of negative emotions, blame, complaints, etc. It doesn't make any sense! We need to consider two aspects: first, analyze the root causes of employees' low enthusiasm and think about how to solve the problem of employees' low enthusiasm; Second, the work should be done, and the improvement should be adjusted and improved! Only by constantly looking for reasons from ourselves can we make efforts in the company's own systems, systems, processes, standards and culture. Can the company's situation improve? Complaining, shirking responsibility, and complaining are of no help!

Since it is the behavior of the enterprise and the judgment and choice made by the enterprise from the recruitment stage, then the enterprise and leaders will bear any problems and responsibilities arising from the enterprise!

To put it bluntly: do everything possible to do a good job in management and stimulate the enthusiasm of employees. At the same time, there must be a bottom line: for some core employees who cannot be changed-dismissal!

Anyway, in some historical stages, it is impossible for an enterprise to satisfy everyone's wishes, and it is impossible for an enterprise to ensure that all employees can understand all decisions and policies of the enterprise. Enterprises also have no strength to recruit management cadres who satisfy all employees! This is the reality of many enterprises in some historical stages!

03. If you are a grass-roots employee reading this article, you may be able to develop faster and better by looking for opportunities from the present situation!

Whose responsibility is it? If the old ghost is an employee of this enterprise, the old ghost is too lazy to move that brain! What the old ghost needs to think about is: what should I do and how to do it in such a state? In this case, what ways and means can get as many opportunities as possible! Get room for development! Or what lessons can be learned from it! In case you become a manager, what should you do to start your own business and what should you pay attention to!

As a grass-roots employee, "I" can hardly change the overall situation! This view is not that we have no sense of justice and responsibility, but that we should understand our actual situation!

We can give suggestions to the company actively and strategically, and we can also take advantage of this opportunity to do our best to help ourselves develop better!

There is one thing that the old ghost will never do: follow the crowd and sing against the enterprise!

It doesn't mean anything! Not good for yourself! You can leave if you don't want to do it. If you want to do it and feel that there is still a future and potential here, then be a good employee! The reason is so simple! What are the advantages of complaining with others, competing with leaders and competing with enterprises? How does it help your growth or development? What's the point of doing something that doesn't do any good?

Old ghost is very realistic! Who likes to laugh at old ghosts, that's fine! The old ghost only believes one thing: as an employee with insignificant strength, qualifications and status, he is really too fragile and has no influence. Save your strength, strengthen yourself first, and then talk about other things!

04. It is difficult to change others, and it is even more difficult to change the outside world. Changing yourself may broaden your horizons.

This society and this workplace are almost all good and bad, right and wrong, beautiful and ugly, good and evil, fair and unfair, high-quality and low-quality people and so on. Almost any problems, affairs and contradictions can be found in other people, units and institutions besides themselves. If you are eloquent, you can choose by yourself!

Or: there are some problems and phenomena, I am really completely innocent! -old ghost also admitted that it is possible!

However, it is really difficult to improve the outside world and change others. Don't expect their conscience to find out, don't expect others to help us stand up and uphold justice, and don't expect things to automatically develop in the direction they expect!

Only we can touch ourselves. No matter whether you have your own responsibility or not, no matter how much injustice you have suffered, you must act! Fairness is earned by yourself! Calling for fairness, calling for justice, etc., can only be regarded as a supplement and by-product in our action process at most! The progress and perfection of this society is indeed the accumulation and amplification of countless public voices with social responsibility in many places. But this is a long process.

For us personally, let's take action first! In order to improve our living environment and development environment in a short time, this is what we should do now!

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This article is a personal reflection on the concept of survival and development in the workplace and society, hoping to inspire my friends.

The more you share, the more you gain! Tell a true story: a boss is very optimistic about an employee, but the employee is not very active in his work and even has the idea of changing jobs. The boss thought for a long time and decided to give the other party a raise. As a result, after several raises, the other party still jumped ship.

When the employee left, the boss asked him, "Why do you still want to leave? Is the salary given by the other party better? "

The employee said, "no, boss, you pay too much." My salary is so high that I have a lot of work pressure every day! " "

When it comes to the problem of low enthusiasm of employees, whether it is a management problem or an employee problem depends on the actual situation. We can start with a simple analysis, that is, look at the number of non-working employees.

First, individual employees are not active, which is an employee problem. Most employees are not active, which is a management problem. 1. If individual employees are not active, it is more a personal problem.

From the perspective of management, it can be judged from the atmosphere of the team. If most employees are active, but some employees are not, it is a personal problem of employees.

I met an employee with a very melancholy personality. At that time, she especially liked mourning culture and was very negative at work. I also talked to her several times specially, and the other party admitted that she could not adjust. Fortunately, she didn't affect the rest of the team. She did trivial work. I didn't persuade her, but she resigned.

Most employees are not active, which is a management problem.

If most employees are not active, it must be a management problem. The reason for this is that although employees will be lazy, it is what managers should do to stimulate their enthusiasm for work. If managers do not create a positive working atmosphere or establish a good incentive mechanism, which can be spiritual incentive or bonus incentive, then most employees will lose their enthusiasm for work.

After all, it is easy for people to get tired of working day after day.

In this case, let's take a look at the handling methods of two situations.

Second, if individual employees are not active, they must ensure that their jobs are completed without affecting the work efficiency of the team. Don't worry too much if individual employees are not active. I have seen some managers who are very intolerant of sand, which actually puts a lot of pressure on team management. Generally speaking, there are several principles for individual employees who are not active:

If these four principles are adhered to, it shows that the negative emotions of employees have no influence on the work and development of the team, and there is no need to deal with them in a hurry. Because no team employee is 100% active, managers spend too much time dealing with these things and can only waste their precious time and energy.

Of course, if individual employees are not active, it also affects the team's work progress, or affects the positive emotions of other colleagues, then we should also deal with it. It can be carried out in three steps:

Third, if most employees are not active, we need to improve the team incentive mechanism. If most employees are not active, then we have problems in management. Generally speaking, the incentive mechanism is related to work enthusiasm, so we need to see whether the company's incentive mechanism is perfect, including:

We can first evaluate whether the company's three major incentive mechanisms are perfect. If not, we need to improve the incentive system first. If so, it means the management style of the manager, and there may be several situations:

According to the above two situations, analyze your own management problems one by one in order to improve.

In fact, employees' enthusiasm is not high, and there are more or less problems in employees, management and company systems.

First, the environment influences and shapes people. If a highly capable employee enters a company with chaotic management, even if he is severe, he will eventually lose his enthusiasm for work.

Effective management and motivation can effectively and long-term motivate employees to maintain their enthusiasm for work, such as bonuses, salary increases, promotions, etc., and can effectively improve the enthusiasm of employees. In a healthy competitive environment, employees will be influenced and shaped, and the whole team will become highly motivated.

However, the motivation theory also tells us that no set of stimuli has the same effect on everyone at the same time or on the same person for a long time. For example, every time an employee signs a big bill, the boss will praise him in public at the meeting. At first, in order to get such honor, employees will work hard. But gradually, this kind of incentive will become a habitual existence, and employees will feel accustomed to it and will no longer be inspired by this kind of incentive means.

Second, the sense of job accomplishment is not satisfied. An employee, besides the influence of the environment and the outside world, if he has no motivation to work and just wants to muddle along every day, then even if the boss encourages him again, he will always be in a muddled state.

Enthusiasm for one's work comes from the inner need for a sense of accomplishment, that is, the need for achievement, which refers to the need to aspire to higher success and master complex work skills.

Many times, people who demand high achievements are often excellent at work. They are strict with themselves and have a more perfect pursuit of their work. Therefore, excellent employees often have higher requirements for company management. Once the performance of companies, bosses and colleagues fails to meet their expectations or they feel that their work fails to meet the expected goals, they will be more likely to feel disappointed than ordinary employees and choose to leave.

Michael Key buhrer once spent a lot of time studying this phenomenon, which he called "the decline of power". Excellent employees are like dying stars, and their enthusiasm for work is gradually decreasing.

Third, give employees more than expected returns. Only when employees think that they can only get one point of return, and the company gives him two or even three points of return, the enthusiasm of employees will be significantly improved.

In management, we should pay fairly and establish an effective and flexible incentive mechanism; Guide employees' reasonable expectations of work, provide training and career support, and give timely and appropriate feedback to employees' work.

In terms of demand satisfaction, we should be equal, trust and respect employees, understand their internal needs, communicate less, solve problems and meet their needs.

There is a good saying: "before you become a leader, self-growth is success;" When you become a leader, success is to promote the growth of others. "

Whether it is a management problem or an employee problem should be judged according to the number of employees with low enthusiasm. If there are few employees with low enthusiasm, it is likely to be an employee problem. If there are more employees with low enthusiasm, it is probably a management problem.

If it is a management problem, we should find out the reasons from the following aspects and formulate corresponding improvement measures: First, whether the reward and punishment mechanism is established and improved, whether the system itself embodies fairness, justice and justice, whether the implementation is in place, and whether the implementation process and results are reasonable. Second, whether the benefit distribution mechanism such as wages and benefits embodies the principle of from each according to his ability, getting more for more work, being diligent and punishing laziness. Third, whether the development planning, strategic layout and market positioning of this unit (company) are related to the development prospects of this unit (enterprise), whether it has been fully publicized and explained to employees, and whether employees understand and implement it in action.

If it is an employee's personal problem, according to its specific reasons, suit the remedy to the case, do a good job in ideological work, fully mobilize their enthusiasm, initiative and consciousness, and strive to complete a task.

Objectively speaking, the problem can be attributed to management or employees, but in the final analysis, it is still a management problem.

1. Some employees are really lazy. When the Woods are big, there are all kinds of birds. As long as the enterprise reaches a certain scale, there will be all kinds of people. For example, people who are not so motivated, opportunistic and lazy. The most terrible thing about laziness is that it can infect each other. Some employees were very active, but seeing a few employees being lazy and doing nothing without being punished will make employees feel unbalanced and less active over time. Really positive people don't want to go with the flow, so they choose to leave. As a result, those who stay are not difficult and positive people.

2. Many times it is the management's problem. Employees are not active, sometimes it is not employees' inaction, but management's lack of requirements. This is a common problem of many small and medium-sized enterprises. They don't know what jobs to give their employees, but they don't like employees to do things that have nothing to do with their jobs. Then in meetings, I always say that employees are not active and irresponsible. Actually, you haven't made any work arrangements. Can you ask all the staff to help you clean the table and sweep the floor?

Employees have nothing to do for two reasons:

(1) The job responsibilities are not clear.

Generally, in companies with clear job responsibilities, employees know what they want to do, so they will not be idle. In those companies with unclear job responsibilities, employees can only know what to do after the leaders assign tasks, which leads to idleness at ordinary times.

(2) The personnel structure is unscientific.

Some leaders said that this position needs five people and the management has to match it. I don't know why so many people are needed. This has caused many posts to be overstaffed. For example, the sudden increase in the number of posts that originally required only two people to five will inevitably lead to more than three people having nothing to do.

To sum up, managers without professional ability will lead to employees being inactive.

3. Why do you say "in the final analysis, it's all about management"? I analyze it from three angles:

(1) You said, "This person was not active when I recruited him."

When you were recruiting, you found that employees were not active, so you chose to stay. Is it your problem? You don't have the ability to select talents. Is it the management's problem?

(2) You said: "This person was very active when he first recruited, but now he is becoming less and less active."

This employee was active when he was planning to recruit, but he became inactive after following you for a while. Whose problem do you think it is? You hurt others yourself and blame others. In fact, this is a full manifestation of your lack of leadership.

(3) You said: "Employees complained that they didn't give enough money, so everyone was not active."

First of all, if you honestly explain the salary standard to the job seeker in the interview and the other person is willing to join the job, it is not a question of money at all. When they agree to join the company, it means that they can accept this standard salary.

Secondly, if it is true that the average salary of the company is lower than the middle and lower level of the industry, this problem is also blamed on the managers. Either the boss didn't realize that his salary was low, or the management couldn't persuade the boss to give the employees a raise, so in the final analysis, it was still the management's problem.

Thirdly, we also see those enterprises whose salaries are not low or even high, but whose employees' enthusiasm is still not high, so the problem itself is not a salary problem, but a management problem.

As managers, we should know how to introspect why we are doing business. Employees in other enterprises are highly motivated, while employees in our own company are very low. When you really think about it, you will naturally find a solution, the enthusiasm of employees will naturally improve, and the company's benefits will get better and better. Therefore, what managers need to do is to constantly improve their abilities in order to attract competent employees.

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