Case analysis of human resource management

In today's enterprise management process, employee loyalty has become a "key issue" that makes managers physically and mentally exhausted. In many small and medium-sized enterprises, talking about employees' sense of responsibility has made enterprise managers feel "sighing at the ocean"! Then when it comes to employee loyalty, the feeling of "January in the water, a flower in the mirror" naturally arises!

Faced with such "scarce" employee loyalty, how will enterprises respond? When the post-80s employees have gradually entered the enterprise in large numbers, they have gradually taken over the "burden" on the shoulders of the "predecessors". Faced with such a high employee turnover rate, how will enterprises respond? Is employee irresponsibility just a conclusion? ! Or is the employee's professionalism poor? ! As the saying goes, "sit still and think too much." When we point the "focus" of the problem at employees, should we also sit down and reflect on ourselves calmly!

As early as Maslow's hierarchy of needs theory, it was pointed out that everyone has five different levels of needs, and the urgency of various needs in different periods is different. When the lower-level needs are met, the higher-level needs will follow. And the main reason and motivation of human action comes from these needs. Then, through the above understanding of demand, can it bring us such enlightenment? According to the stage of employees in the enterprise, locate the needs of employees, and the enterprise will finally meet them. Cultivate and establish employees' "loyalty" to the enterprise through the trinity method.

1, "food and clothing" is the "infrastructure" of employee loyalty.

"Food and clothing" is a simple and realistic problem for everyone. From the perspective of "demand", it should be a "basic construction" of employee's "loyalty".

The primary needs of any employee in the face of work are physiological needs and safety needs. That is, food and clothing "equals" wages plus stability.

First of all, food, clothing, housing and transportation run through life. If you don't earn enough money, you can't live a normal life. What is "enough" money? On the one hand, whether the salary is "reasonable". That is, it has reached the average level of similar jobs in the same industry; On the other hand, whether wages are "equal". That is: the so-called remuneration according to work, that is to say, the contribution of work (including brain power, physical strength, etc. ) is equivalent to the remuneration of the work.

Secondly, in the face of the changeable market economy, a stable job is a great comfort and sustenance for every employee, both materially and spiritually. On the one hand, no one will feel at ease with the work of "eating only one meal"; On the other hand, after all, the future development of salary increase and promotion is based on stability.

The minimum standard of employees' "loyalty" to the enterprise is to have a stable and equal income on the premise of ensuring basic living. Will employees be "loyal" to the enterprise in the face of wages that can't even reach the "average urban wage"? Will employees be "loyal" in the face of a salary that is mainly "squeezed"? In the face of precarious work, will employees who are in constant fear all day be "loyal" to the enterprise?

2. "Sense of belonging" is the "important weight" of employee loyalty.

The "sense of belonging" in employees' minds is the spiritual demand under the premise of material abundance. From the perspective of "demand", it is an "important weight" for employees' "loyalty".

Everyone needs emotional communication; Hope to maintain friendship and harmonious relationship with peers; Hope to be recognized; Need to be accepted by an organization or group; Play its role of "expectation" in the works and get affirmation; Everyone has a sense of self-respect and expects to be trusted by others.

On the one hand, "sense of belonging" comes from the cultural atmosphere within the enterprise. Enterprises are composed of employees, and the formation of corporate cultural atmosphere must also come from employees. As the saying goes, birds of a feather flock together. If you work with like-minded people, you will not only get twice the result with half the effort, but also feel happy. On the contrary, you will feel overwhelmed and clumsy. In an enterprise with a bad atmosphere, it is often seen that some small teams, small collectives and small gangs are in conflict with each other. I'm not good. You can't even think about it. People spend 1/3 to 1/4 at work every day. So to some extent, the quality of work can directly affect the quality of life. In addition to survival needs, employees also need spiritual satisfaction and seek a sense of belonging in the team.

On the other hand, "sense of belonging" comes from the management mechanism in the enterprise. What kind of mechanism shapes what kind of employees. The establishment of enterprise mechanism largely depends on the values held by enterprises. For example, enterprises that take people as "capital" must be encouraged more; Enterprises that take people as "costs" must have more constraints; Enterprises that pay attention to standardized management are bound to be more "rigid"; Enterprises that pay attention to humanized management are bound to be more flexible. Under the principle of fairness, justice and openness, each mechanism has its own advantages, and its advantages and disadvantages do not come from the mechanism itself, but from the recognition of employees. For example, two top salespeople who are also engaged in sales, the former is good at being end customers and the latter is good at being industry customers. Then, the former will agree with the performance-oriented enterprise mechanism, while the latter will agree with the cooperation-oriented enterprise mechanism. Employees are eager to "benefit" from the enterprise mechanism while accepting and recognizing it. This "welfare" includes: salary, position, qualifications, ability, marginal benefits and so on. After employees grow up in the enterprise for a period of time, they want to borrow good enterprise mechanisms to satisfy their "self-esteem".

When an employee has a satisfactory salary, he will gradually change from "material needs" to "spiritual needs". Enterprises should become the "snail home" for employees! The snail sticks to the back shell because it brings him a sense of security and belonging, and he regards the back shell as his "home". Then, if the enterprise can bring employees a sense of security and belonging like a snail's shell, employees will be willing to give their "loyalty" and "carry" the enterprise forward forever!

3, "self-realization" of employee loyalty "temper"

"Self-realization" is the highest goal that everyone pursues in life, which is located at the top of the pyramid of the whole demand level. From the perspective of "demand", it is a "hammering" of employee loyalty.

People live in creation, in the process of creation, there will be a "peak experience", which will constantly stimulate people's potential, give play to people's talents, and make people constantly achieve themselves and realize themselves.

This phenomenon often occurs in many small and medium-sized enterprises, that is, wages are relatively reasonable, colleagues have a harmonious relationship, and the overall environment of the company is good. Employees who were "loyal and respectable" at the beginning of their work will naturally "retire".

First of all, from the perspective of employees' career development curve, employees not only need enterprises to provide them with a platform to play, but also need enterprises to provide them with space for sustainable development and promotion. Especially the knowledge-based, skill-based and management-oriented backbone employees in enterprises, they will all hold good career plans. If their growth curve in the enterprise does not coincide with their own career development curve, or the coincidence degree is very small, employees will not be able to form a "* * * vibration" with the enterprise. As the saying goes: bitter. In this way, the loss of employees is very reasonable.

Secondly, whether employees can "win-win" with enterprises. Many times, especially in the management and development of small and medium-sized enterprises, more emphasis is placed on "winning". The word "win" refers to "I win and you lose", which unilaterally maximizes the interests of enterprises. For example, not giving employees promotion opportunities; Completely disregard the interests of employees; Do not care about the career growth of employees; Only "paying" but not "losing" employees is to empty employee resources without investing new resources; Do not pay attention to training and promoting employees. Only "* * * wins" can be the final winner, and people's hearts are like scales. When the balance between enterprises and employees is unbalanced, the ending between people will become natural.

As the song goes, live high, show yourself! Whether it is "shocking" or "winning", employees yearn for "self-realization" in their careers. Employees need to affirm their value by realizing themselves.

To sum up, when employees' "loyalty" to the enterprise has become more and more expensive as "treasure". Sit still and think too much! Calmly find out the crux of the problem and break the bottleneck. Only in this way can employees' "loyalty" to the enterprise take root like mushrooms after rain!