How to motivate and punish employees in property service enterprises

How to motivate and punish employees in property service enterprises

Property service is a labor-intensive enterprise, and the employee incentive and punishment in its human resource management is obviously different from other types of enterprises. The following is my understanding of how to motivate and punish employees in property service enterprises. Welcome to reading.

First, how to motivate employees

Starting from the characteristics of property service enterprises, the following aspects should be considered-

(A) the timeliness of incentives

Generally speaking, rewards are valid. If employees have achieved good job performance, but they are not rewarded, or the reward time is excessively delayed, then this reward will lose the potential to stimulate employees to create job performance in the future. In other words, late incentives are sometimes ineffective.

The employees of property service enterprises are basically simple manual workers, and a considerable number of them are migrant workers, which are easily affected by the external environment, so the turnover rate is very high. Sometimes the wage gap between 50 yuan and 100 yuan may make a skilled worker jump ship without hesitation.

I remember when I was working in a property company in Beijing, I once died in Allianz Square hosted by Bonwales to participate in industry exchange activities. During the visit, I suddenly saw a familiar figure.

This is a cleaner who has worked in the property management company I serve for several years. He is deeply impressed, comprehensive in technology and good in personality. Besides, I seem to have seen him in the building the other day.

Clean the carpet carefully. Why is he here?

"x loyalty." I called him.

"Hello, manager." He looks very embarrassed.

"Is this your company? The technology is really good! " I really don't know how to answer my colleagues.

This situation is common in many domestic property service enterprises. For a considerable number of outstanding employees, when they have made certain achievements for the enterprise, but the return that should have been obtained immediately has not appeared, as long as there is any temptation from the outside world, they will quickly choose to leave.

It was later confirmed that this employee named X Zhong left his job because of this incident.

(B) the breadth of incentives

Because the property service enterprises have the characteristics that the work content is difficult to quantify, the incentives for employees are mainly in the form of collective rewards, such as excellent teams and departments. Even the selection of "excellent employees" is mostly a formality, lacking objectivity and obvious differences. In reality, many people still "take turns to sit in the village."

The incentive mechanism in the form of "big pot rice" has made employees despise the value of rewards, because it can only play the role of "health care factor" as herzberg said, but can not achieve the real "incentive" role. So sometimes companies spend money and get negative results.

For the width of incentives, property service companies need to seriously consider three issues:

(1) Have you mobilized the enthusiasm of truly outstanding people?

(2) Can we mobilize the enthusiasm of most members?

(3) Have you discouraged those who have not been rewarded?

If the incentive effect of property service enterprises only reaches one aspect, or even none, then the incentive of this enterprise is invalid or even failed; If two of the effects are achieved, the incentive goal is basically achieved; And achieved the above three effects, it can be said that the incentive mechanism of property services is very successful.

(3) Incentive methods

There are usually three ways to motivate employees: material motivation, spiritual motivation and emotional motivation. The concrete application of these three ways needs the reasonable and effective organization and implementation of property service enterprises.

(1) Because property service enterprises are labor-intensive enterprises, personal income has no advantage in all social strata, and material incentives are always the most effective basic means.

(2) When a person's economic income reaches a certain level, he will turn to the pursuit of spiritual satisfaction and sense of accomplishment. For such people, a sense of accomplishment is often more attractive and valuable than money. Therefore, for managers or special talents, we should consider both material incentives and spiritual incentives.

At the same time, it should be noted that high salary can't solve all problems. In order to retain the best employees and the most valuable talents, enterprises usually have to consider paying different salaries for different performances, and this difference must be obvious enough to truly achieve the incentive effect.

(3) Four key words of emotional motivation: praise, tolerance, stage and gratitude.

First, praise

It is necessary to form the habit of praising employees, and the language of praise should be concrete, sincere, artistic and heartfelt.

As we all know, the story of Liu Bei's casting his son embodies a deep meaning: sincere feelings are expressed by artistic means, thus achieving the purpose of management. Pay attention to these three key points: sincerity, art, purpose and, most importantly, sincerity.

B. Tolerance

To a certain extent, tolerance is the best medicine in management and an important way to motivate.

Managers should have a clear understanding of each subordinate's ability, and then arrange suitable jobs and workload, instead of always measuring and demanding subordinates by their own work ability. This is a common mistake made by managers of property service enterprises. I severely taught myself from my own personal experience.

C, stage

Give employees a stage for full performance.

Sometimes, in the face of some employees, managers only need to tell them the standards and operating procedures they need to achieve, instead of turning all employees into "obedient machines."

Excessive management can be self-defeating. If we can give creative subordinates a free breathing world, let them give full play to their talents, and then finally achieve their work goals through their own efforts, they will have a strong sense of accomplishment.

A psychologist once said, "The only best stimulus for a creator is the freedom to decide what to do and how to do it."

D. thanks

Emotional construction has always been an important aspect of corporate culture construction.

We should actively advocate the construction of corporate culture with the theme of "double gratitude of enterprises and employees".

First of all, enterprises should thank employees for their long-term, stable, healthy and efficient development. At the same time, employees should also thank the enterprise for bringing them a platform for personal career development, so as to realize the growth and development of the enterprise and employees.

The incentive mechanism of an enterprise is the decisive factor of the contribution rate of employees to the enterprise. When managers use incentives, the most important thing is "mind".

Hugo once said: "The ocean is the widest in the world, the sky is wider than the ocean, and the human mind is wider than the sky."

Sometimes, a greeting when the weather turns cold, a blessing on your birthday and a reminder when you are tired are the best emotional incentives.

Second, how to punish employees who make mistakes?

How to punish employees who make mistakes is a puzzle for many managers. Without punishment, mistakes will spread freely; Excessive punishment will lead employees to leave Germany. What should I do?

Pay attention to two basic principles:

(A) the fault of employees can not be ignored.

"There is nothing wrong with employees. All the mistakes are caused by my management problems. I bear all the tickets by myself. "

A project manager once told me this and did the same. As a result, he received a fine of more than 2,000 yuan a month, and employees' mistakes were still repeated.

The reason is that unprincipled tolerance for employees will only be counterproductive. A kind, friendly leader who never blushes with employees will only be regarded as a friend by employees, not a heartfelt leader. It is impossible for a friend to manage a friend well in an enterprise.

(2) All mistakes cannot be severely punished.

If all the faults of employees are severely punished, especially in the initial stage of the establishment of standardized processes, employees will be seriously acclimatized in the process of transition from one extreme to the other. Improper handling and punishment may have a significant impact on the stable operation of the entire service system of the enterprise. This is not the truth that there are no fish in clear water, but we should judge the situation and guide it according to the situation.

Similarly, a project manager said to me when punishing employees' mistakes: "It is unfair to employees to punish those who have never been required to meet the standards. It is also not advisable to severely punish the mistakes that employees have become accustomed to for the first time. "

Effectively punishing employees' mistakes is a management art. Whether employees should be punished for their own mistakes depends on the specific situation.

1, subjective error or objective error.

For example, when the employees of the engineering department carry out maintenance work, customers will complain about the excessive noise of the machine.

Analysis: If the employee's equipment is improperly operated; Inadequate preparation before construction; For reasons such as unclear equipment status, penalties shall be imposed in accordance with relevant regulations. But if it is because the formulation of operating standards is unrealistic; The failure of the equipment itself has been reported to the relevant departments in advance, but the management has not solved it in time. Therefore, it is far-fetched to punish the operating employees at this time, which will not only fail to achieve the punishment effect, but also cause strong dissatisfaction among employees.

2. Intentional negligence or negligence.

For example, the cleaner's cleaning operation is flawed, causing complaints from guests.

Analysis: If the cleaning personnel do not follow the standard operating procedures; Operators lack personal responsibility; Improper preparation before operation should be severely punished as an example. However, if it is because the last shift has just finished continuous high-intensity overtime, the relevant management has not been adjusted in time and effectively; The cleaning equipment is seriously aging, and it can't work normally due to serious failure. However, the management has long neglected that there is no front-line operator to solve the practical operation difficulties. Therefore, what should be considered is the management problem, not the punishment for the operators.

3. Process failure or personnel failure.

For example, the toll collector can't receive the fee, which leads to a decline in business performance.

Analysis: If the toll collector has no basic service consciousness; Lack of skills in charging work; If the sense of responsibility is not strong, it should be punished, even when evaluating the comprehensive performance, it should be reflected and performed. However, if it is because of the enterprise's own system defects, such as unreasonable charging work schedule; Job skills training is not in place; New employees don't know how to complete the charging work at all. What reason do you have to punish employees?

4. Make a mistake for the first time or repeat it.

For example, a new employee is on duty for the first time and forgets to greet the guests.

Analysis: If it is the first time an employee makes a mistake, the impact of the mistake is not great, and the scope is not wide. It is an unintentional or negligent mistake, and warnings and tips can be considered without punishment. However, it should be noted that if the same employee makes mistakes repeatedly, he must be punished.

For everyone in the enterprise, one rule that should be kept in mind is: don't make the same mistake.

It is cowardice for a manager not to punish employees' intentional mistakes; However, regardless of indiscriminate and arbitrary punishment, it is a kind of disorder.

Hilton, the king of the international hotel industry, used to say to his subordinates who made mistakes, "Don't be sad, this little mistake is nothing. I made bigger mistakes than this when I was young. In my opinion, making mistakes means making progress, which means you are working hard. Only those who do nothing can completely avoid mistakes. "

Bob Turknett, an American psychologist, said: Entrepreneurs regard punishing employees as hard work, and they are more willing to escape and hope that problems will be solved automatically. Many times, this will only make the problem worse and worse. In an enterprise, rich experience can solve discipline problems satisfactorily, which has a good influence on both enterprises and employees.

No matter what kind of wisdom, managers should have a pair of eyes and a heart of Ming Che, because punishment is not an end in itself, but a means to achieve effective service management, and should be good at using it, rationally using it and effectively using it. Among them, we should focus on grasping a "degree". Because it is wrong to push the right to the extreme; Squeezing the juice of sweet orange will make it bitter; There was too much milking, and finally blood was squeezed out.

At the end of this article, I will tell two short stories about the punishment of property companies.

In a community where green services are implemented, there is a rule that the staff of any property company must pick up cigarette butts in public areas anytime and anywhere.

One day, the quality department of the property management company issued a special order during the inspection. All staff collect cigarette butts left on the ground within one hour, and the company gives each cigarette a reward of 1 yuan. As a result, nearly two thousand yuan was collected by * *.

When the salary was paid at the end of the month, the project manager of the residential area was told that the salary of the month was fined nearly two thousand yuan.

I won't argue about the legality and rationality of this punishment here, but then, the inertia of quality maintenance shown by employees is really obvious. An employee told me that I often have a special "feeling" about cigarette butts on the ground on my way home from work, so I have to pick them up quickly.

Moreover, the company also took special punishment measures for employees being late.

Every time an employee is late, all members of the team where the employee is late should queue up at the company gate to welcome him. The personal punishment for the latecomers is: you don't need to participate in any front-line operations that day, and you will conduct a one-day follow-up quality inspection for the excellent team of the current company.

Since then, this property company has basically no employees who are late.

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