I. Incentive principle
(A) Maslow's hierarchy of needs theory
Maslow's hierarchy of needs theory is one of the most basic incentive theories. The incentive development of gas enterprises to employees needs to meet the growing material and spiritual and cultural needs of all kinds of employees. From the demand point of view, it can be met in five categories: physiological demand, safety demand, emotional demand, respect and self-realization. After meeting the low-level basic physiological and safety needs, employees are eager to meet more emotional needs, thus prompting employees to gain more skills and work experience through learning and growth, and finally realize the embodiment of self-worth, respect and self-realization.
(B) Herzberg's two-factor incentive theory
Herzberg's two-factor motivation theory is one of the most controversial motivation theories at present, which has guiding significance in today's organizational behavior. These two factors are divided into incentive factors and health care factors. Motivation factors include job nature, job responsibility and job achievement. This factor is related to the recognition of the job and also closely related to the job itself. Health care factors, including environment, salary and interpersonal relationship, can eliminate most of employees' dissatisfaction, but they can't motivate them. In daily work, incentive factors play a decisive role, and the two need to complement each other and play the greatest role.
(3) electroretinogram theory
ERG theory divides the needs of employees into survival needs, interrelation needs and growth and development needs; Survival needs are people's most basic material survival needs, and mutual relationship needs are people's requirements for interpersonal relationships; The need for growth and development is an individual's inner desire for development, which can be met by creatively developing one's potential and talents and completing challenging work. While meeting the needs of survival, employees will be eager to get a higher level of mutual relationship needs and growth and development needs, which is also the most basic application theory of incentive strategy for gas enterprises.
Second, the construction of incentive mechanism
(A) corporate culture
The connotation of corporate culture is values. Gas companies need to form their own unique historical traditions, values and codes of conduct. They need to unify the guiding ideology, convey the concept of production and operation, and gradually form a complete corporate culture, so as to urge the employees to have a strong sense of mission, stimulate their work potential and enthusiasm, and give them a sense of belonging and spiritual support, so as to better devote themselves to their work.
(B) Salary system
As an important incentive means, salary system plays an irreplaceable role in human resource management. In order to establish a scientific salary system and make it really play a role in motivating employees, firstly, it is necessary to analyze employees' expectations of salary, and find the best fit point between corporate profits and salary distribution through salary satisfaction survey and salary market survey, and considering the company's strategic positioning comprehensively. Through job evaluation, evaluate the relative value of jobs, rationally design the salary structure, establish a perfect performance appraisal system, and ensure the internal horizontal fairness of salary; Give priority to the establishment of reward performance, improve salary satisfaction, and finally achieve a win-win situation for enterprises and employees.
Third, the types of incentives.
(A) material incentives and spiritual incentives
From the perspective of incentive content, incentives can be divided into two types: material incentives and spiritual incentives. Material incentives refer to material rewards, mostly in the form of salary increase, bonus and distribution in kind. Spiritual encouragement is to give employees spiritual satisfaction through spiritual rewards, such as praise and commendation, job evaluation, etc.
Positive and negative incentives
From the nature of incentives, incentives can be divided into two types: positive incentives and negative incentives. Positive motivation is to encourage employees' behavior by rewarding their behaviors that meet the requirements of the enterprise, so as to continue and carry forward this behavior. Negative motivation is to stop employees' behavior through punishment when their behavior does not meet the requirements of the enterprise, so as to reduce or eliminate this behavior.
Fourth, the incentive mode.
(A) equity incentives
Some domestic listed gas companies allocate shares appropriately according to the post, company contribution, length of service and other factors, and reward employees with stock options and futures. Equity incentive strategy can make up for the shortcomings of traditional incentives, and has the function of restraining and stabilizing employees and fully mobilizing their enthusiasm. It is an advanced long-term incentive means.
(B) post salary incentives
Front-line positions in gas enterprises, such as equipment maintenance workers, pressure vessel welders, high-voltage electricians, etc. , pass the skill examination of junior workers, intermediate workers, senior workers and senior technicians, or obtain the qualification certificates of registered safety engineer, registered construction engineer and registered supervision engineer. And give post technical subsidies to encourage employees to improve their professional and technical level and reflect their own value.
(3) Special post subsidies
In order to create a good learning atmosphere for enterprises, improve the theoretical level of employees' gas professional knowledge and job skills, and enhance the salary competitiveness of technical posts or key positions, gas enterprises can give certain incentive subsidies to some special positions such as aerial workers and B-certificate drivers.
(four) job rotation and reserve technical backbone
In order to train more backup technical backbones in the future, gas enterprises need to pay attention to guiding outstanding employees and create a good environment for their growth. Through cross-professional rotation and post changes in the same major, we will revitalize human resources, optimize the personnel structure, encourage employees to exercise on a better and larger platform, and strive to build a team of employees who are brave in charging and can fight hard.
Verb (abbreviation of verb) conclusion
In the new situation and environment, gas enterprises are facing new challenges. The contradiction between supply and demand between the increasingly prominent energy demand of society and the unbalanced and insufficient development of enterprises has become an urgent problem for gas enterprises. More and more gas enterprises use human resource management strategies to explore and practice constantly. By establishing an incentive mechanism with the characteristics of gas enterprises, they can improve the incentive system of human resources, meet the various needs of employees, maximize the potential of employees, and promote the safe and rapid development of gas enterprises.
References:
[1] Song Hanru. On the Incentive Mechanism of Human Resources in State-owned Enterprises [J]. Science and Wealth, 20 17(28).
[2] Ada. On the Optimization Strategy of Incentive Mechanism in Human Resource Management [J]. China Market, 20 15(22).
[3] Zhu Quanying. Construction strategy of human resource incentive mechanism [J]. Human resource management, 20 15( 12).