In this way, core employees' contributions to the enterprise are not fully recognized, resulting in dissatisfaction with the enterprise. 2. The company's salary incentive mechanism is unreasonable. Fi

In this way, core employees' contributions to the enterprise are not fully recognized, resulting in dissatisfaction with the enterprise. 2. The company's salary incentive mechanism is unreasonable. First, the salary distribution model of Company C is basically the same, and there is a lack of differentiated distribution models for core employees. Second, floating wages are not linked to performance appraisals, and there is no real mechanism to reward hard work and punish laziness, making it difficult to Establish a performance-oriented distribution system. Third, there is a lack of flexible reward system, and there is only a single way of material reward, which is not timely and it is difficult to exert an effective incentive effect. Fourth, apart from salary, there is no relevant compensation, especially non-monetary compensation, such as vacation and training. Judging from the situation of most enterprises in our country, among the internal factors leading to employee turnover, dissatisfaction with salary has become one of the most important factors for many employees to choose to leave. Employees' dissatisfaction with salary is mainly reflected in the following aspects: First, salary is not externally competitive. Employees will compare their salary levels with those in the same industry, the same region, and similar positions. If the salary level is lower than the average level of the external market, employee dissatisfaction will arise spontaneously. Second, there is internal unfairness in pay. According to Adams' equity theory, employees not only care about the salary they receive, but also care about the comparison with the salary of others. They will compare their input and income with others to judge whether the salary is fair and reasonable. When employees feel that they are being unfairly When treated fairly, his satisfaction decreases. Third, benefit plans lack flexibility. As an essential part of the compensation system, the quality of the benefit plan plays a role in whether the company can attract and retain the employees it needs. At present, most companies implement traditional rigid welfare systems that lack corresponding flexibility. Employees have no choice. The benefits they can enjoy are only related to their position, working years and other factors, and have nothing to do with whether they need them. . Obviously, this welfare structure cannot be suitable for all employees, because employees have different age, ability, family status and health status, and their preferences will inevitably vary greatly. Fourth, the salary level is lower than employees’ expectations. Employees' expectations for salary are generally estimated based on their work ability, education, level of effort and work performance. They compare their expectations with the actual salary they receive and become dissatisfied when the actual salary they receive is much lower than their expectations. Fifth, incentives are undifferentiated. The knowledge and skills mastered by core employees and ordinary employees are different, and their roles and contributions in the development process of the enterprise are also different. However, many state-owned enterprises do not distinguish between ordinary employees and core employees when implementing incentive measures, and use the same incentive methods for everyone in a "one size fits all" manner. According to the principle of fairness, employees will compare the ratio of their own rewards and contributions with the ratio of the rewards and contributions of other employees. If the two ratios are equal, it is considered fair, otherwise it is considered unfair. Compared with ordinary employees, the core employees of my country's state-owned enterprises pay more and make greater contributions, but the remuneration they receive is not very high and is almost the same as ordinary employees. In addition, with the reform of corporate property rights, there are growing calls for the clarification of property rights and the establishment of a property rights incentive mechanism. However, most companies have not really considered this effective incentive method, and employees and the company have not formed a community of interests. Therefore, many core employees lack a sense of identification with the realization of corporate goals, resulting in core employees' work enthusiasm And work efficiency is not high, turnover is frequent, etc. 3. Mental motivation lags behind. People mistakenly believe that salary is the answer to all problems. They only focus on meeting the material needs of core employees. Generous salary is of course important, but many other things are also factors that motivate employees to work, such as satisfaction at work. , a harmonious working environment with a sense of accomplishment, etc. Therefore, in terms of spiritual needs, it still remains at the level of "respect and understanding". In short, it is assumed that core employees are people who work entirely for their own interests.The company's promotion mechanism is not standardized and there is a lack of career management of core employees. When this satisfaction drops to the limit, it will eventually lead to employee turnover. A survey conducted by Zhaopin.com in April 2007 showed that 55% of respondents changed jobs to seek better development opportunities. When employees feel that the job positions provided by the organization are "relatively boring", "don't want to do it", "can do well, poorly," and "have no possibility of promotion and reuse" and this situation has not been paid attention to and changed for a long time, they will You will start to actively look for new development opportunities outside. Maslow's hierarchy of needs theory tells us that employees' personal development needs are the production of high-level needs after the individual's low-level needs are satisfied or basically satisfied. If an individual's development needs are not met within the organization, he will first have suppressed emotions, and then become dissatisfied with the job he is engaged in. When this dissatisfaction and depression accumulate to a certain extent, he will lead to resignation behavior. 5. Problems in employee training and development: Employees are eager to improve their abilities through training on the job, but the methods for determining talent training needs are lacking or unscientific, making it difficult to provide scientific and reasonable training courses for employee training. Training is not linked to positions, work performance and employee personal development, and the higher-level training needs of core personnel cannot be met. Not paying attention to the continued learning and training of core employees. Many companies believe that employee training is a thankless task. Spending money on employee training will strengthen employees' wings and increase the possibility of "job-hopping." In fact, this is not the case. Continuous and long-term planned employee training is an important guarantee for the operation and development of real estate enterprises, and it is also an important means to attract outstanding talents. According to an online survey conducted by the World Manager Digest website, among the seven benefits provided (medical insurance, retirement security, housing and subsidies, paid vacations, business cars, further education and training opportunities, and children’s education subsidies), 43% chose further education and training first. For core employees with higher needs, salary is not the most important thing compared with good training opportunities, because they not only make money through work, but also value development and improvement through work. Vanke and Wantong Real Estate, well-known large-scale real estate companies in China, attach great importance to cultivating talents. In terms of training, they invest several to tens of millions of yuan every year. They also have their own training bases and colleges to ensure that The enterprise has the potential for sustainable development. For these core employees of SG Company, they all come from large and well-known real estate companies. They have all received formal and regular tailor-made training opportunities, and have developed habits and behaviors that allow them to continuously improve and improve themselves in the process of work. , but after joining the SG company, the work volume was large and the scope of work was wide. The company focused on the use of employees but not on development. There was basically no training plan or any training plan. The core employees mainly focused on the business itself, although in the business itself They can learn and improve, but it cannot replace their desire for the ability to acquire new things and the ability to keep pace with the times. They hope to obtain more updated knowledge and skills. Employees are eager to improve their capabilities through on-the-job training, but the methods for determining talent training needs are lacking or unscientific, making it difficult to provide scientific and reasonable training courses for employee training. Training is not linked to positions, work performance and employee personal development, and the higher-level training needs of core personnel cannot be met. In terms of human capital investment, some companies seem to have not realized the importance of employee training and have insufficient human capital investment; some companies are eager for quick success and hope that the employees they recruit can play a role as soon as they join the company, focusing on academic qualifications and existing experience. , neglecting continuous development and training of employees. Some companies never even give employees any training or opportunities for continuing education, making employees feel that the company is plundering their own wisdom and that employees have no future in the company. The continuous changes in the corporate environment and the realization of long-term goals require companies to update the knowledge of existing talents and explore the potential of existing talents to maintain the potential for corporate development. Therefore, the importance of talent development is obvious.

However, due to the large time lag between investment in talent development and returns, and the difficulty in quantifying its effects, many companies currently suffer from short-sightedness in talent development to varying degrees. These companies do not have corresponding talent education and training mechanisms. When necessary, they go out to "poach" and "bring in talents" in the name of "bringing in talents." This not only hinders the development of talents within the company, but also severely dampens their enthusiasm for work. . 6. Problems with the corporate culture incentive mechanism. At present, the management thinking of the company's top management is still influenced by Taylor's "carrot and stick" "scientific management" thinking. Employees are still treated as "economic men" and lack of Emotional communication with employees simply motivates them through the satisfaction of material benefits, neglecting the spiritual stimulation of employees. Many owners of private enterprises believe that material things are the best way to motivate employees. method, in fact, this motivational thought is derived from the premise of "economic man", which fundamentally believes that the fundamental purpose of human activities is for material life. Under the guidance of this idea, it leads to the material aspects of enterprises. The needs of core employees are met, while spiritual needs are ignored. However, as for core employees, material needs have taken a back seat after being basically solved, while spiritual needs are constantly updated; According to the theory of diminishing marginal utility and horse racing. Slow's demand theory, the same incentive measures, with the improvement of material living standards, the effect of spiritual motivation methods on employees is more obvious. At the same time, the company's senior managers emphasize discipline and obedience throughout the development process. The system provisions often provide more punishment than reward, which is what we often refer to as "negative incentives." Of course, appropriate punishment is beneficial to ensuring work quality and efficiency, but excessive punishment will be counterproductive. "Humanized management" tends to be marginalized and a formality, putting the "humanistic management" that the company has always advocated in a very embarrassing situation. Studies have shown that when employees work in a highly stressful and stressful environment, their work quality and efficiency are lower than normal levels. Employees who are under the pressure of worrying about being punished for a long time will not be happy or long-term at work, and they will choose to leave as soon as they have the opportunity. This may be the same as many private enterprises. When defining the relationship between enterprises and employees, they often look at it with traditional concepts. They think that I am the boss and I feed you and give you a chance to survive, so you should satisfy me and you. request made. In essence, we know that under economic interests, companies and employees are essentially a win-win relationship, creating wealth together and then sharing the results. The concept of modern enterprises is to transform employees from employees of the enterprise into partners of the enterprise. In the cultural background of the company, loyalty is emphasized more than ability, harmony is more important than conflict, and rigor is more important than innovation. These are reflected in the company's various measures. For example, when employees are promoted, they pay attention to their service years. Secondly, Consider employees' competencies; in order to encourage employees' loyalty to the company, the company will set up "five-year" and "eight-year" achievement awards, but does not set up "innovation" awards. Corporate culture is not consistent with core employee values. Corporate culture embodies the core values ??of the company. It stipulates people's basic thinking and behavior patterns, and gives corporate managers and employees a rich connotation and style of excellent corporate management ideas, which is recognized by all employees. The same values. Only by adhering to the "people-oriented" purpose and establishing an excellent corporate culture, by caring for employees, respecting employees, and acknowledging employees' labor and achievements, can an enterprise build a good communication system throughout the enterprise, increase employees' sense of identity, belonging, and loyalty, and achieve high efficiency Develop employees' abilities and potential, inspire employees' work enthusiasm and belief, and realize that people can make the best use of their abilities. SG Company is a private enterprise that has not been established for a long time. It has not yet formed its own real corporate culture. The purpose of the establishment and development of the enterprise is to obtain huge profits from real estate. The core of the entire enterprise is to obtain the highest income from the project and seek survival and development. The enterprise has no The long-term 3.5-year development vision goal is an important factor that developing enterprises must consider.

However, the core employees currently recruited by SG Company generally come from large-scale real estate development companies that are standardized in the industry. They are young, ambitious, professional, professional, and well-educated (95% have a bachelor's degree or above). They are young and energetic. Strong, rich work experience, strong need for personal growth and self-worth realization, hoping to realize his own personal value by helping the company operate excellent projects, reflecting the great value of professional managers. When employees find that their own values ????are not integrated with the company's culture, when they see that some of the boss's practices are not the goals that professional managers aspire to, when employees do not identify with the company after getting along with the company, there is no With the same goals and development direction, if there is a better career growth platform and greater development space and opportunities, they will have mobile behavior. The influence of corporate culture Corporate culture is the "spiritual soul" of an enterprise. Corporate culture is regarded as the code of conduct by employees, and its influence is huge. The impact of corporate culture on brain drain is permeable, complex, and cannot be ignored. Whether an enterprise has a good corporate culture reflects the influence and cohesion of the enterprise to a certain extent. Among world-renowned companies such as General Motors and Microsoft, each company has its own unique corporate culture. Many outstanding domestic companies also agree with this, such as Vanke Culture, Lenovo Culture, etc., which have become brand cultures that attract a large number of job seekers. On the contrary, some companies have lost a large number of employees precisely because the corporate culture does not have the influence and cohesion it deserves. When those outstanding employees left, they also very sincerely stated why they chose to leave the company. It's not that the salary level is low, nor that he disagrees with managers, but that he doesn't adapt to the deep-rooted corporate culture. ④When resigned employees state that the reason for their resignation is that they are not suitable for the corporate culture, corporate managers will feel helpless and uneasy, because corporate culture cannot be changed at will like management rules and regulations. Any kind of corporate culture cannot be changed at will. Its formation requires long-term construction and accumulation, and once it is formed, it will be difficult to change. Therefore, if the company cannot fundamentally create a corporate culture that attracts, trusts, and values ??talents, and if when recruiting new employees, the company only considers the talent's ability structure and ignores the differences between their personality and corporate culture, then the company will fail. It is difficult to retain many excellent talents. 3.5 Summary of this chapter In this chapter, the current situation of the incentive mechanism of core employees of small and medium-sized private enterprises is mainly studied. First, on the basis of clarifying the connotation of private enterprises, the general characteristics of human resource management of private enterprises are analyzed; secondly, the problems existing in the incentive mechanism of core employees of small and medium-sized private enterprises are searched in detail; thirdly, for the incentives of core employees of small and medium-sized private enterprises The mechanism analyzes and explains issues such as imperfect employee performance appraisal system, unreasonable corporate compensation mechanism, lagging spiritual motivation, failure to provide employees with sufficient development opportunities, lack of emphasis on employee training and development, and the impact of corporate culture. . Finally, taking Hengtong Company as an example, this paper analyzes the problems existing in the company's core employee incentive mechanism through empirical analysis methods. (1) Lack of human resource management concepts. Most small and medium-sized private enterprises attach great importance to capital and market. The growth rate of enterprises conceals the deficiencies in human resource management, so they often lack human resource management concepts. The following phenomena are common: (1) Some private business owners believe that the business is built by themselves, and employees are just hired labor, and are unwilling to let them participate in management or take on more responsibilities. (2) You work and I pay you, it’s fair and reasonable, everything else has nothing to do with me. The lack of humanistic care makes employees have no sense of belonging and security. (3) Employees have no right to know and are just machines to execute instructions. Insufficient attention is paid to the leading role and contribution of core technical employees to the enterprise, which dampens the enthusiasm of technical employees and makes their work less purposeful and less efficient. (4) Have unrealistic expectations for employees. The design of work responsibilities is unreasonable, and there are serious problems of overtime or ultra-intensive working hours.

It’s natural to think that if I reuse you, you will create more value for me. Rules and regulations often provide more punishments than rewards. If you fail to meet the requirements for a while, you will be punished at least, or you will be fired at worst. This rush for quick success neither truly reuses talents nor retains them. (5) Employees’ career planning is difficult to achieve. The reason why core technical employees apply to small and medium-sized private enterprises is because they expect to be reused and receive higher remuneration. But once the job is stable, development and promotion issues will be considered. However, some small and medium-sized private enterprises lack a scientific and sound promotion system, and rarely consider personal development and promotion issues. (2) The incentive mechanism is rigid, and the material incentive structure is unreasonable and arbitrary. The incentive mechanism is conservative, with a single structure and insufficient incentives. Most private enterprises mainly use economic methods, such as material rewards, high salaries, high bonuses, etc., but ignore the evaluation and method design of the working conditions, promotion, work significance, challenge and other spiritual aspects of core technical employees. In addition, Supplemented by the implementation of various rules and regulations, the implementation strength of this incentive mechanism is different from the employees' efforts and needs, which will inevitably dampen the enthusiasm and enterprising spirit of core technical employees. Furthermore, the salary system of most small and medium-sized private enterprises is not perfect. The boss alone has the final say on the salary, which is too subjective. There is a lack of reasonable planning in terms of salary structure, grade and level. It is often based on the subjective assumptions of business owners and lacks fairness and impartiality. In addition, social welfare is not perfect. In recent years, due to my country's continuous legislative protection of labor rights and interests, private enterprises have attached great importance to employees' social insurance and other welfare benefits. However, the standards implemented are mostly the minimum stipulated by the state and have not been able to achieve their goals. It has a very good motivating effect. (4) Poor working environment and lack of good working atmosphere. The working environment mainly includes the geographical location, hardware facilities and humanistic environment where core technical employees work. Small and medium-sized private enterprises in Henan Province of my country generally develop rapidly, and the hardware purchase of working conditions is relatively complete. However, due to the low overall quality of many employees in most small and medium-sized private enterprises, for core technical employees, the surrounding poor humanistic environment may lead to "for example, forming gangs," "engaging in privileges," "exciting talented people," or "snitching." ” and other disharmonious factors can affect the work enthusiasm of technical core, , and employees and their satisfaction with the enterprise. In addition, many small and medium-sized private business owners have paid enough attention to corporate culture, but in the construction of corporate culture, they often emphasize form over content, and do not respect the personality of employees enough, which fails to play a good motivating role. Furthermore, most companies lack good communication mechanisms and smooth information circulation channels, which prevents internal conflicts from being discovered in a timely manner and effectively coordinated and resolved, which directly affects the work enthusiasm of core technical employees and their sense of identification with the company. .