First, strengthen communication and understanding, and do a good job in ideological work from a small place. For example, in the face of the problem of "low income" reflected by the workers and staff, as leading cadres, they should not only learn, understand and thoroughly understand the relevant systems and policies, but also carefully analyze the connotation and relationship of "more and less" reflected by everyone, make a good vertical and horizontal comparison, actively publicize the national and provincial policies to the workers and staff, and make good explanations and guidance for them to understand and accept.
The second is to put the workers' warmth and coldness in mind and effectively solve their practical difficulties. For example, there are college graduates in all units who do not fully understand and know the highway maintenance department under the institution system, some are only children, and some are full of beautiful illusions about the stability and comfort of institutions. When they enter the highway maintenance industry, their professional ability, monotonous working environment, psychological gap of salary and income, sense of loss, inability to communicate and deal with interpersonal relationships will appear to varying degrees.
As a leader, we should have subtle insight, keep abreast of the ideological trends of new employees, take the initiative to understand their difficulties and demands, conduct effective guidance and guidance, take concrete care and care according to the actual situation of the unit, and actively resolve their confusion and contradictions, instead of just holding this indifferent attitude and the idea of "What time is it now, do your own thing". Through positive ideological work methods, we should reduce the environment for young people to have slack and pessimistic thoughts, let young workers feel the care and warmth of the leaders of organizations and units, and feel the warmth of the "home" of the unit, so that they can unload their ideological burdens, take the unit as their home, care about the unit, grow constantly, and become useful talents of the unit and industry.
The third is to strengthen publicity and education, carry forward the spirit of "paving stones" and lead the workers' thoughts with positive energy. The author has been engaged in expressway maintenance management for more than 20 years, and I really feel that most expressway workers, especially front-line workers, are very simple, kind and hardworking. They are not afraid of hardship, blood and sweat, and are reasonable. But like many ordinary people, they also hope that their wages will be high, their quality of life will be improved, they can afford commercial housing, their children's schooling and employment will be unimpeded, and they will be respected by society. Due to institutional factors, the highway maintenance department is still in the exploration stage of reform and development, and there will be various contradictions, such as the inequality of labor remuneration and income, the gap between expectation and reality, etc. As the management system of public institutions, highway maintenance has similar working environment and production and labor forms to those of enterprises that directly produce efficiency, but it can't be managed simply according to the enterprise management mode, and it is impossible to fully mobilize the enthusiasm of employees by adopting incentive mechanisms such as economic rewards or job promotion.