How to motivate employees in the production workshop?

I personally think that employees feel that the factory is their own or their own home that makes them feel that the factory has their points. They will struggle for their own homes and will not make trouble in the factory. Struggle hard work is not a dream!

The incentive can be decomposed from multiple latitude, and the material incentives and spiritual incentives that can be divided into core talents from the material level can also be divided into positive incentives and negative incentives from the perspective of the method; Formally motivated.
Hua Heng Zhixin combines the above ideas to form a unique positive and negative incentive system. The system includes a series of formal incentive plans, informal incentive standards, special circumstances, rewards, illegal punishment standards, and management of departure.
Hua Hengzhi believes that the incentives of core talents should first implement the combination of length incentives, and the combination of material incentives and short -term incentives. Too much money inspiration is not conducive to the loyalty of the core employees to the enterprise, and given core talents more intangible care and broad development space can effectively increase the loyalty of core talents to the enterprise.
The design of the core talent incentive system is to make core talents feel the importance and warmth of the enterprise, feel a lot of room for development, feel a trusted working environment, and serious consequences and stress that do not work hard work hard work. sense.
Hua Heng Zhixin believes that only by systematically constructing the incentive system of core talents can we maximize the goal of retaining core talents and continuous value.

The so -called incentive is that the organization uses a proper external award form and working environment to use certain behavioral specifications and punitive measures to use information communication to stimulate, guide, maintain and naturalize members of the organization. Actions to effectively achieve system activities that effectively achieve organizational and personal goals. This meaning contains the following contents:
) The starting point of the incentive is to meet the various needs of the organization members, that is, through the proper external award form and working environment of the system to meet Sexual needs and internal sex.
2) The scientific incentive work requires rewards and punishments. It is necessary to reward the behavior that employees express in accordance with the expectations of the enterprise, but also punish the behavior that does not meet the expectations of employees.
3) Inspiring the entire process of running through the work of enterprise employees, including the understanding of the individual needs of employees, the grasp of personality, the control of the behavior process, and the evaluation of the results of the behavior. Therefore, incentive work requires patience. Herzberg said how to motivate employees: perseverance.
4) Information communication runs through the beginning and end of the incentive work. From the publicity of the incentive system, the personal understanding of the employee, the control of the employee behavior, and the evaluation of the results of the employee communicate. Whether the information communication in the enterprise organization is smooth, whether it is timely, accurate, and comprehensive, which directly affects the effectiveness of the use of the incentive system and the cost of incentive work.
5) The ultimate purpose of incentive is to achieve the expected goals of the organization, and it can also allow organization members to achieve their personal goals, that is, to achieve the objective unity of organizational goals and personal goals of employees.
The basic principles of incentive
1. The principle of target binding
In in the incentive mechanism, setting the target is a key link. The target setting must also reflect the requirements of organizational goals and employees at the same time.
2. The principles of combining material incentives and spiritual incentives
The material incentives are the foundation, and spiritual incentives are fundamental. On the basis of the combination of the two, it gradually transitions to spiritual incentives.
3. Guidance principles
Stidic incentive measures can only achieve the incentive effect if the inspirational measures are transformed into the conscious willingness of the inspiration. Therefore, the principle of guidance is the inherent requirements of the incentive process.
4. Principles of rationality
The rationality principles of incentive include two layers of meaning: one, incentive measures should be moderate. To determine the appropriate amount of incentives according to the value of the achievement itself; second, the reward and punishment should be fair.
5. The clarification principle
The clarity principle of the incentive includes three layers of meaning: first, clarity. The purpose of incentive is to do what and what to do; second, open. In particular, when a large number of employees such as distributing bonuses are more important, it is even more important. Third, intuitive. When implementing material rewards and spiritual rewards, they need to intuitively express their indicators, summarize and grant rewards and punishment. The psychological effect of intuition is proportional to the psychological effect of incentives.
6. The timeliness principle
It to grasp the timing of motivation. The effect of "sending charcoal in the snow" and "sending umbrellas after the rain" are different. The more timely the motivation, the more conducive to pushing people's passion to a climax, and continuously and effectively exerting its creativity.
7. The principle of combining positive incentives and negative incentives
The so -called positive incentive is to reward the expectations of employees to meet the expectations of organizational goals. The so -called negative incentive is to punish employees' non -expected behavior against organizational purposes. Positive and negative incentives are necessary and effective, not only affect the parties, but also indirectly affect other people around.
8. The principle of incentives on demand
The starting point of the incentive is to meet the needs of employees, but the needs of employees vary from person to person and vary from time to time, and only measures that meet the most urgent needs (dominant needs). The cost is high, and its incentive intensity is high. Therefore, leaders must conduct in -depth investigations and research, constantly understand the changes in employees' needs and structure, and take incentive measures in a targeted manner in order to receive practical results.
The role of incentive
For an enterprise, the scientific incentive system has at least the following aspects:
1. Attracting excellent talents to enterprises
Many companies, especially those with strong competitive and strong strength, attract talents in need of enterprises through various preferential policies, rich welfare benefits, and fast promotion methods.
2. Develop the potential capabilities of employees to promote the full play of the staff and wisdom n Professor W • James in Harvard University in the United States found in the research on employees. The distribution system can only allow employees to play the capabilities of 20%to 30%. If they receive full incentives, the employee's ability can exert 80%to 90%. The gap between the two cases between the two situations is the result of effective incentives. Managers 'studies have shown that employees' ability and functions of employees and incentives during their work performance, that is, performance = f (capacity*incentive). If the impact of the incentive system on the creativity, innovation spirit, and the willingness to improve its own quality, the impact of the incentive system will be more impact on the performance of work performance.
3. Keep outstanding talents
The P.Druker believes that each organization requires three aspects of performance: direct results, value realization and future human development. Lack of any performance, the organization is destined to collapse. Therefore, each manager must contribute in these three aspects. In the three aspects of contribution, the contribution to "future manpower development" is from incentives.
4. Create a benign competitive environment
The scientific incentive system keeps a competitive spirit. Its operation can create a benign competitive environment, and then form a benign competitive mechanism. In a competitive environment, the organization members will receive the pressure of the environment, and this pressure will be transformed into the driving force for employees to work hard. As Douglas MC Gregor said: "Competition between individuals and individuals is one of the main sources of incentives." Here, the motivation and enthusiasm of employees have become indirect results of incentive work.
The type of incentive
Different incentive types will have a different degree of effect on the behavior process, so the choice of incentive type is a prerequisite for incentive work.
(1) Material incentives and mental motivation
Although the goals of the two are consistent, their role objects are different. The former acts on human physiology, which is the satisfaction of human material needs, and the latter acts on human psychology, and is satisfied with human spirit. With the continuous improvement of people's material living standards, people's demand for spirit and emotions is becoming more and more urgent. For example, expectation, respect, recognition, praise, understanding, etc.
(2) Positive incentives and negative incentives
The so -called positive incentives are when a person's behavior meets the needs of the organization, and encourage this behavior through a reward to achieve continuous and caring for such behavior. Purpose. The so -called negative incentive is when a person's behavior does not meet the needs of the organization, inhibit this behavior through sanctions to achieve the purpose of reducing or eliminating such behavior.
Preshings and negative incentives are two different types of incentives. The purpose is to strengthen human behavior. The difference is that the orientation of the two is the opposite. The role of positive enhancement is the affirmation of behavior; the role of negative incentives and negative strengthening is the negation of behavior.
(3) Internal incentives and external incentives
The so -called internal incentive refers to the incentives caused by internal remuneration and derived from the inner inner inner inner inner; so -called external incentives refers to There is no direct relationship.
-Internal remuneration refers to the stimulus of the work task itself, that is, the satisfaction obtained in the process of work, it is synchronized with the work task. The pursuit of growth, exercise yourself, recognition, self -realization, and enjoyment of internal inspiration caused by internal rewards will produce a persistent role.
-external remuneration refers to the satisfaction that is obtained after the work task is completed or at the work of the workshop, and it is not synchronized with the work task.如果一项又脏又累、谁都不愿干的工作有一个人干了，那可能是因为完成这项任务，将会得到一定的外酬——奖金及其它额外补贴，一旦外酬消失，他The enthusiasm may not exist. Therefore, external incentives caused by external remuneration are difficult to last.
The incentive process
The target of the incentive is to make the members of the organization fully exert their potential abilities. Incentive is a chain process of "need → behavior → satisfaction". In general, we can use the figure below to represent the incentive process.
In a person's need to have motivation until it is a "psychological process" (expressed in the dotted frame in the figure). The appreciation, recognition, and affirmation are the psychological "motivation" he is eager to be motivated by his boss. At this time, if the boss "inspired" him in time and decently, his work in the future will work harder and even do better, which will make him "behavior" of hard work, and this behavior must be sure It will lead to good "results", and finally achieve the results of both subordinates and boss.
The incentive mechanism
The incentive mechanism is some factors that play a key role in the incentive, consisting of time, frequency, degree, direction and other factors. Its functional concentration is that it has a direct and significant effect on the effect of incentives. Therefore, the mechanism of understanding and understanding the incentive is greatly beneficial to the incentive work.
(1) Incentive timing
Incentive timing is an important factor in the incentive mechanism. Incentives are performed at different times, and its effects and effects are very different. For a metaphor, when the chef cooks, the taste and quality of the dishes are different when cooking. Propaganda incentives may make their subordinates feel insignificant; late incentives may make their subordinates feel enough to paint snakes and lose the meaning of incentives.
Cope is like a fermented agent, when and when it should not be used, it is necessary to perform specific analysis according to the specific situation. According to the difference in fast and slow time, the timing of incentive can be divided into timely incentives and delayed incentives; according to whether the time interval is regular, the incentive timing can be divided into rules and irregular motivation; , During the period, incentives and ending incentives. Since there are many forms in the incentive timing, we cannot mechanically emphasize one and ignore others. Instead, they should be flexible according to various objective conditions, and more often use it.
(2) Incentive frequency
The so -called incentive frequency refers to the number of incentives that are motivated in a certain period of time. It is generally based on a working cycle as a time unit. The height of the incentive frequency is determined by the number of incentives in a working cycle. The incentive frequency and the incentive effect are not exactly a simple positive correlation.
The choice of incentive frequency is restricted by various objective factors. These objective factors include the content and nature of the work, the degree of clarity of the task goals, the quality of the incentive object, the labor conditions and the personnel environment. Generally speaking, there are several situations:
-For tasks that are strong and difficult to complete, the incentive frequency should be high. For tasks that are simple and easy to complete, the incentive frequency should be low.
-For the work of unclear task targets, the work of results can only be seen in a long period of time, and the frequency of incentives should be low; for the task target clear and short -term visible results, the incentive frequency should be high.
-For staff with poor quality in all aspects, the incentive frequency should be high. For staff with better quality in all aspects, the incentive frequency should be low.
-In the departments with poor working conditions and environment, the incentive frequency should be high; in the departments with better working conditions and environment, the incentive frequency should be low.
of course, the above situations are not absolutely divided. Usually, it should be organically linked, and the proper incentive frequency is determined due to people, affairs, and local conditions.
(3) Incentive
The so -called incentive level refers to the size of the incentive, that is, the height of the reward or punishment standard. It is one of the important factors of the incentive mechanism and is closely related to the incentive effect. Whether the degree of incentives can be appropriately affected directly affects the play of incentives. Ultra -inspiration and arrears of incentives not only do not play the real role of incentives, but sometimes even reverse. For example, excessive rewards will make people feel that they will not work hard, and lose their enthusiasm for exerting potential; excessive punishment may cause people to break the psychology of breaking cans and contrary confidence in improving their subordinates; Awards will make people feel that they will lose more than less; too slight punishment may lead to people's indifferent psychology. Not only does it not change the problem, it will intensify.
So to grasp the incentives from the quantity, we must be appropriate. The degree of incentive cannot be too high or too low. The higher the degree of incentives, the better, and the limit is beyond this limit, there is no incentive effect at all. It is the so -called "too late".
(4) Incentive direction
The so -called incentive direction refers to the incentive targeted, that is, what kind of content is for incentives, it also has a significant impact on the incentive effect. Maslow's needs layer theory strongly shows that the selection of incentive directions is very closely related to the play of incentives. When the advantages of a certain level are basically met, the incentive direction should be adjusted to transfer it to the higher level of priority needs, so as to achieve the purpose of incentive more effectively. For example, for an employee with a strong desire for self -expression, if he wants to reward the achievements he has achieved, he will give him a bonus and real thing that it is better to create an opportunity to fully express his talents at a time, so that he can get greater encouragement from it to get greater encouragement. Essence Another thing that needs to be pointed out is that the choice of incentive direction is based on the prerequisites of preferential discovery, so timely discovery of the priority of subordinates is the key to implementing the correct incentives of the manager.
S several influential incentive theories
The basic ideas of incentive theory are to take corresponding management measures for people's needs to stimulate engines, encourage behaviors, and form motivation. Because people's work performance depends not only on ability, but also on the degree of incentives, it is usually expressed in mathematical formulas: work performance = f (capacity × incentive). Therefore, the theory of incentive theory in behavioral science and the theory of human needs are closely combined.
(1) Maslow's demand level theory
Maslow, famous psychologist Maslow, divide people from low to high into five levels, namely: physiological needs, safety needs, social, and belonging Needs, respect, and self -actualization. And think that people's needs are divided into levels. At a specific moment, if all people's needs are not met, the most important needs are more urgent than meeting other needs. Meeting can produce higher -level needs.
When one needs to be satisfied, the other is a higher -level need to occupy the dominant position. From the perspective of incentives, no need to be fully satisfied, but as long as it gets part of the satisfaction, the individual will turn to the pursuit of other aspects. According to Maslow's point of view, if you want to motivate someone, you must understand the level of the person at present, and then focus on meeting this level or above this level. For example, a hungry person, he is more eager to give him a few hoe or bread, instead of how you appreciate how he looks handsome or outstanding.
(2) Dual factors theory
Incentives -health care factor theory is proposed by American behavioral scientist Fredrick Herzberg, also known as the theory of dual factors, dual -factor theory, double Factor theory is his main achievement.
In the end of the 5OO of the 20th century, Herzberg and his assistants investigated and visited 200 engineers and accountants in the Pittsburgh region in the United States. As a result, he found that what made employees satisfied was the work itself or the work content; what was dissatisfied with the work environment or working relationship. He calls the former a incentive factor, and the latter is called health care factor.
-health care factors include corporate policies, management measures, supervision, interpersonal relationships, material working conditions, wages, welfare, etc. When these factors worsen to below the level that people think of acceptance, they will cause dissatisfaction with work. However, when people think that these factors are good, it just eliminates dissatisfaction and does not lead to a positive attitude. This forms a neutral state that is neither satisfied nor dissatisfied.
-The factors that can bring positive attitude, satisfaction and incentives are called "incentives factor". This is the factors that can meet the needs of individual self -realization, including: achievement, appreciation, challenging work, increased, increased, increased Responsibilities and opportunities for growth and development. If these factors are available, they can have greater motivation to people. From this sense, Herzberg believes that traditional incentive assumptions, such as salary stimulus, improvement of interpersonal relationships, providing good working conditions, etc., will not cause greater incentives; they can eliminate dissatisfaction and prevent problems, prevent problems, prevent problems, prevent problems, prevent problems, and prevent problems. But these traditional "incentives" will not produce greater incentives even if they reach the best level.
In Herzberg's research found that managers should realize that health care factor is necessary, but once it is dissatisfied with neutralization, it cannot produce more positive results. Only "incentives" can make people have better work.
The two -factor theory tells us that meeting the incentive depth and effects caused by various needs is different. The satisfaction of material demand is necessary. Without it, it will cause dissatisfaction, but even if it is met, its role is often very limited and unable to last. To mobilize the enthusiasm of people, not only should pay attention to external factors such as material interests and working conditions, but more importantly, pay attention to the arrangement of work, quantity, personal growth and ability improvement, etc., pay attention to spiritual encouragement, give praise and recognition, give praise and recognition Pay attention to the opportunity to grow, develop and promote. With the solution of people's material "well -off" problems, people's demand for spiritual "well -off" is becoming more and more urgent.
(3) Expectation theory
Mumes, American psychologist Fulum proposed the expectations theory in 1964. The theory believes that the power of inspiration comes from the product of the price and expectations, that is, the utility of the incentive = expected value × cost.
It means that the power to promote people to achieve the goal is the product of the two variables. If one of the variables is zero, the effectiveness of the incentive is equal to zero. The cost is the subjective or subjective estimate of the individual after the goal of the enterprise and the team is achieved. The expected value is the possibility of achieving corporate goals, and subjective estimates that fulfill the possibility of personal requirements after the corporate goals are met. These two estimates will continue to be revised and changed in practice, and the so -called "emotional adjustment" will occur. For example, I think I have the ability to complete this task. After completing the task, I guess the boss will definitely fulfill his promise to promotes my salary, and increasing the salary is my biggest expectation. The change of any variable will affect the enthusiasm of work. The task of managers is to make this adjustment conducive to the greatest excitation force. Therefore, the expected theory is a process incentive theory.

The construction of the employee incentive mechanism of private enterprises

What is incentive? American management scientist Berelson and Steiner define the following definitions: "All the conditions, hope, wishes, and motivation of all hearts constitute an incentive for people. A state of human activity. "All the actions of a person are caused by some motivation. The motivation is a mental state. It stimulates, promotes, and strengthens human actions.
How to mobilize the enthusiasm of employees at work and stimulate the creativity of all employees is the highest level goal for developing human resources. As an enterprise, we need to shape the environment and mechanism that stimulates the creativity of employees: First, to create a loose environment that encourages employees to develop the spirit of innovation and adventure spirit, as well as the atmosphere of ideological activity and advocating free exploration; Reusable innovators with outstanding performance; third, strengthen the competitive mechanism in the enterprise, inspire people to study new trends and problems, and clearly specify the specific goals of technological innovation and management innovation that meet the requirements of the times; Employees continue to learn to update their knowledge and guide them to face the new trends of reality to study technology. At the same time, in the hearts of employees, let them know the actual effect of work behavior, and produce the results of efficient work and high satisfaction of employees.
For the way of incentives, there are many theories and methods in the academic community. There are famous Maslow needs level theory and incentives -health care factor theory. Among them, the incentive factors are satisfactory factors. excitation. Health care factor is dissatisfied, without it will have opinions and negative behaviors. In fact, there are two ways of many modes: positive incentives and negative incentives.
The we can start a suitable and effective incentive mode from the above two aspects.
The design reasonable and effective incentive mechanism
It's human resource management system, salary is undoubtedly one of the most sensitive issues. For a long time, problems in the distribution system have been plagued by the operating efficiency and effect of many enterprise management systems. At present, many domestic enterprise distribution systems have two problems to varying degrees. One is the egalitarianism in allocation, which is particularly prominent in state -owned enterprises; the other is the randomness of salary payment, which is a common problem for many private enterprises. I found in the company's practical survey that the company's boss is always keen on the construction of the performance management system and is unwilling to change the salary system accordingly. Their reason is simple: the change of the salary system may have no direct impact on the performance of the company. Moreover, once the change is changed, the salary may be added. Increase the cost of labor. Therefore, it is not in place in motivating employees.
In overall management process, salary management belongs to a terminal link of corporate human resources management, especially at the bottom of the enterprise. The incentive role of their salary can be said to be the largest among the entire enterprise. As mentioned earlier, most of them are from rural areas from low economic level, so material satisfaction is the most important purpose of their work. For employees, we can use the following methods to establish a salary mechanism
The first is to abolish the administrative level system of bureaucratic bureaucrats to establish a market -oriented salary mechanism
The development of employees is extremely one -way. If you want to make more money, you can only be "boiled". By analyzing the post of manufacturing companies, the employees of the workshop account for a considerable proportion. Employees, they cannot arrange the level of administrative administration. At this current status, they go to high -level leaders, middle to workshop leaders, down to grass -roots employees. Essence In order to clear this bad phenomenon, the administrative level system of bureaucratic bureaucracy must be established to establish a market -oriented salary mechanism. Under this mechanism, the salary is no longer based on the administrative level. Standards, so that employees may also reach the same level as high -level leaders in terms of salary. On the one hand, employees are sufficiently improved in salary, and on the other hand, they are also very helpful for his sense of success.
The second is to establish an effective interest distribution mechanism
We's salary level we formulate in the enterprise must have simple and highly transparentness, and the establishment of an effective interest distribution mechanism includes: First, determine the reasonable wage difference difference , Strive to make everyone's income commensurate with their actual contribution; the second is to implement the elastic wage system, so that the income of grass -roots employees is closely connected with the actual benefits of the enterprise; the third is to introduce a competitive mechanism in interest distribution, and to make revenue distribution rationally through competition to make revenue distribution rationalize. The fourth is to guide grass -roots employees to actively solve the problems and key problems facing the company, and make significant contributions to solving these problems, and increase the reward. Only in this way can employees understand which class of their salary level is specifically, and know how to work hard to achieve wages while doing the job.
At the same time, in terms of salary incentives, a floating salary system that is linked to performance can be adopted. While ensuring that employees get a relatively high salary, there is still a higher development goal to guide them to prevent the grassroots from grassroots level The employee's motivation is not enthusiastic enough. On the basis of supporting performance assessment, a reasonable incentive and restraint mechanism should be established, because only incentives are not enough. Inspiration and constraints must be a pair of accompanying measures. Otherwise I just thought of getting benefits, and I didn't expect that he would have any danger. Therefore, negative enhancement incentives are quite necessary.
It because the quality of grass -roots employees is not very high, some work cannot be consciously completed on time and amount on time. While the salary incentive, the necessary punishment measures are quite necessary. In enterprises, the best performance is generally only 20%. We call it a class A employee, 60%to 70%in the middle is Class B, and the worst performance is Class C. Many leaders and managers are optimistic that 10%of data is not enough. The 10%of the employees can completely affect the emotions of 70%of the employees. After all, the leadership positions in the enterprise organization are limited. Once the Class C employee is occupied by low levels, it will inevitably reduce the opportunity of potential employees and hinder the outstanding employees’s employees’s Promotion affects the morale of employees. Some surveys have shown that 80%of people's departure is because the low -level environment not only hinders their learning, but also affects their greater contributions to the company. Finally, they have to leave the company. Yu Lang is in trouble. Therefore, a successful manager must make a screening and value judgment of everyone anytime, anywhere, even if this screening is contrary to good nature. You must know that people are not saints, and everyone has the desire of mixed and mixed. As soon as they encounter a suitable atmosphere, they will swell, not to mention as employees with low quality. Therefore, the enterprise must have a strict punishment system and the reward system to make everyone clear the rules of the game. Class C employees among employees can be controlled only by clear punishment regulations.
The principles of incentives to be followed
Incentive measures generally have great risk. When formulating and implementing incentives, you must be cautious. Here are some principles of incentives. Pay attention to these principles to improve the effect of incentives.
one of the principles: incentives must be different from person to person
The incentive effects of the same incentive measures due to different needs of different employees. Even if the same employee, there will be different needs in different times or environment. Because the incentive depends on the internal cause, it is the subjective feelings of employees, so incentives must vary from person to person. When formulating and implementing incentive measures, we must first investigate what each employee really needs. These need to be organized, classified, and then formulated corresponding incentives.
The two principles: Moderate reward and punishment
The reward and punishment will directly affect the incentive effect. Employees' emotions are generally not easy to control. Repeating overweight will make employees proud and satisfied, losing their desire to further improve their desires; rewards will not have an incentive effect, or make employees feel unsatisfied. Excessive punishment will make employees feel unfair, or lose their identification with the company, and even generate idle or destructive emotions; punishment will make employees despise the seriousness of the errors, which may make the same mistake.
If in principle: Fairness
Fairness is an important principle in employee management. Any injustice treatment will affect employees' work efficiency and work emotions, and affect the incentive effect. Employees who have achieved the same grades must get the same level of rewards; in the same way, the employees of the same errors should also be punished at the same level. If you can't do this, managers would rather not reward or punish. When dealing with employee problems, managers must have a fair mentality. They should not have any prejudice and preferences, and must not have any injustice and behavior.