Introduction: The position and role of employees in enterprise management are improving day by day, and employee incentive management is becoming more and more important to improve the core competitiveness of enterprises. The following is a paper on employee incentive mechanism for your reference.
In the development history of CCB, there are many references about employees, such as "building corporate culture and caring for employees' growth", "excellent banks come from excellent services, and excellent services come from excellent employees", which shows that CCB recognizes the importance of employees in CCB's business development and should pay enough attention to it, but realistically speaking, these references have not reached the height of "people-oriented". I didn't fully understand the essence of building socialism, that is, condescending charity, and I also made a lot of discounts when I actually implemented it, so I didn't get the * * * sound I deserved.
So how to "take CCB employees as the foundation", how to build a harmonious team, how to seize the hearts of employees and concentrate on business development, the solution lies in the need for effective incentive and restraint measures. Then understand what employees want, what they hate, how to get along and how not to pay.
How to motivate employees is a new management technology, and employees must also be clear about their position and career development direction in the enterprise. Enterprises should give employees room to enhance their value and development in their work, and at the same time provide each employee with a suitable development platform, so that employees can obtain various learning opportunities, entrepreneurial opportunities, development opportunities and promotion opportunities in the enterprise.
Under the background of building a harmonious society in China, China Construction Bank issued the call of "ruling the country by virtue and cultivating a harmonious team", which grasped the key of our current business development. In the small circle of CCB, building a harmonious team is the way, the development of employees and CCB is the goal, and CCB employees are the core and foundation. When the fundamental problem is solved, other problems will be solved.
First, the purpose of building the most valuable and creative bank:
China Construction Bank must get the support, support and dedication of its employees if it wants to build a real joint stock limited company, maintain excellent business performance and become the most valuable and creative commercial bank. Only the most valuable and creative employees can build the most valuable and creative commercial banks. Therefore, the fundamental purpose of building the most valuable and creative commercial banks is to create more value for shareholders, benefit employees and contribute to society. Institutions and leaders at all levels of CCB need to establish a multi-level new and reasonable interest distribution relationship, and adjust and handle various interest relationships between CCB and employees, leaders and employees, superiors and subordinates, developed regions and underdeveloped regions, minority and majority, and employees, so as to consolidate and expand the mass base of CCB's development and obtain the most extensive and reliable source of strength for CCB's reform and construction.
Second, understand employees.
(A) the wishes of employees
1, achieve a career;
The purpose of CCB employees' study and work is to meet the needs of survival and support, and only then can they have the needs of development, while benign development is to pursue a higher level of material and spiritual life. "The warehouse knows etiquette, food and clothing know honor and disgrace." The salary level of CCB determines the ability of enterprises to attract and retain core employees.
2. Get competitive treatment: the influence of salary depends not only on the average salary of the industry, the absolute salary determined by the operating conditions of CCB and the performance of employees, but also on the relative salary and the fair satisfaction felt by employees. In the past, CCB put too much emphasis on "fairness", which led to the prevalence of egalitarianism. Employees' remuneration is linked to their qualifications and actual performance.
The connection is not big, which leads to the imbalance and dissatisfaction of employees' sense of fairness; At present, too much emphasis is placed on performance, rewarding business elites and ignoring vulnerable groups. The income gap between leaders and employees is too large, which leads to violent psychological fluctuations of employees. Therefore, CCB should make every employee get fair treatment as far as possible, give full play to individual ability through fair distribution and incentive mechanism distribution, select talents by ability, judge heroes by performance, set salary by contribution and promote efficiency by competition in a fair, just and open working environment.
3. Get the necessary moral support.
In a certain period of time, due to the system reform, the speed of economic development and the local economic gap, the continuous material foundation provided by CCB is still relatively weak, and the promotion channels and wages of employees are objectively limited. It is especially important to make up for the temporary shortcomings in treatment with feelings. Only by caring about employees' sufferings, implementing employees' demands, moving people with affection and sincerity, speeding up the business development of CCB and finally realizing employees' wishes can employees understand.
(2) Employees' opinions
1, poor promotion channels.
There are not many administrative posts, too few technical posts, too slow exchange of employees, difficult to get up and down, few promotion opportunities for excellent employees and uncertain future.
2. The income level is not high.
The basic salary is too low, the salary content of a single business is not high, the income gap between leaders and employees is too large, the assessment mechanism is not perfect, and the performance appraisal is unreasonable.
3. The relationship between cadres and masses is not close.
The relationship between cadres and the masses is mainly manifested in the working relationship, condescending and lack of relatives and friends.
Emotional communication, lack of communication, the masses don't know much about their difficulties, and the psychological crux can't be effectively resolved.
4. There are many invalid assignments.
After the reform, the outlets were integrated, the number of counters was reduced, self-service equipment was increased, and business processes were optimized. The professional quality and efficiency of employees have improved. However, the number of business operations, manual business, service functions and business transactions in the front and back office has increased, the authorization of first-line and second-line business, between counters and between upper and lower levels has become more complicated, the number of staff is small, the labor intensity of staff has increased, and they are exhausted, which has affected the efficiency and quality of service.
A clear understanding of what CCB needs employees to do and what employees are thinking will lead to a balanced formula. CCB demand = employee return+CCB profit+social benefit, which is a very profound formula, including material and spiritual. The solution to this formula is "people-oriented" proposed by Hu Jintao. To build a harmonious society is to "take what is right, use it to gather it, and not give up what is evil", which is to win people's hearts.
Third, implement effective incentives.
First, the connotation of employee motivation
The so-called employee motivation refers to stimulating employees' needs, motives and desires through effective internal and external stimulation, forming a specific goal, and maintaining a high mood and a continuous positive state in the process of pursuing this goal, giving full play to their potential and achieving the expected goal. The formation of goals depends on certain stimulation, and the exertion of people's ability also depends on external stimulation, and stimulation plays the role of such stimulation. Motivation is achieved by meeting people's expectations for certain needs. People's existence or possible existence of certain needs and expectations is the psychological basis of motivation. If a person has no expectation of demand, then any stimulus will have no effect on him.
Second, the function of motivation.
Incentive is an effective means of human resources development, mainly in the following aspects:
(1) is conducive to encouraging staff morale and exploring human potential.
(2) It is conducive to improving the quality of employees.
Rewarding employees who are loyal to their duties, skilled in business and have made outstanding contributions in their work, and giving appropriate punishment to employees who are not proficient in business, refuse to study, and make major mistakes in their work will undoubtedly play the role of rewarding one hundred and punishing one hundred, which is conducive to improving the professional quality of all employees.
(3) it is beneficial to improve work efficiency
The level of work efficiency and work performance usually depends on two basic factors: one is whether it can; One is to do it or not. The former refers to whether you are competent for a certain job and whether you have the ability and qualification to undertake a certain job; The latter refers to the willingness and enthusiasm to engage in a certain job, that is, the issue of work enthusiasm. The performance of two people with similar abilities depends on their enthusiasm, which in turn depends on the use of incentives. Therefore, strengthening motivation is of great significance to fully mobilize people's enthusiasm and improve work efficiency.
Third, how to implement effective incentives:
How to use incentives to mobilize people's enthusiasm and do a good job is not only crucial to the rise and fall and development of enterprises, but also the main responsibility and necessary management quality of an effective leader or manager. If we create a good incentive atmosphere in the enterprise and carry out effective incentives. Incentive is not an isolated event, it needs a premise-a good incentive atmosphere, which in itself can play a good incentive effect;
1. Cohesing employees with service culture
Build a home culture with loyalty, dedication, affinity and dedication as the core, create a warm home atmosphere, strengthen the integrity and sense of benevolence and righteousness of the service team, inspire people to forge ahead with a beautiful long-term mission and the values of * * *, and lead the behavior with the banner of loyalty. Create a "customer first" service culture, strengthen employees' service awareness, let employees know their role in building customer loyalty and feel the importance of their work. Establish a big service mechanism for customers to serve each other, so that front-line service personnel can feel the warmth of being served, enhance employees' enthusiasm, initiative and sense of responsibility for their work, regard work as a career, sincerely consider customers and create various special services.
2. Attract employees with sincere feelings.
Adhere to people-oriented management, pay attention to the all-round and comfortable development of employees, create corresponding environmental conditions, and form a management model based on individual self-management and guided by the same vision of the organization. It is necessary to move people with emotion, adhere to substantive activities such as marriage, funeral, happiness, celebrating send warm and facing difficulties, and strive to create a warm home that cares for employees, so that employees can grow together with CCB.
3. Encourage employees with evaluation mechanism.
Establish an incentive and restraint mechanism that makes employees feel excited, implement a ruthless system, ruthless management and care, and conduct fair and just open competition, so that employees are qualified, have a platform, have achievements and have rewards, and encourage employees to be healthy, brave in competition, actively innovate, work hard and be willing to contribute. It is necessary to implement a complete and operable talent selection and promotion reward mechanism, give talented people a chance to stand out, and let employees with innovative talents regard CCB as their own CCB, * * * take risks, * * * enjoy benefits, and always maintain service innovation impulse and work enthusiasm.
To formulate an effective performance appraisal system, the goal of performance management is not to calculate wages, nor is it an assessment. Its main function is to guide employees' behavior, help employees improve their work efficiency, and make employees work harder to achieve the company's goals. The significance of reflecting employees' work ability and performance appraisal is not only the evaluation of their work performance by enterprises, but also a high-level psychological demand of employees-the satisfaction of a sense of accomplishment. Employees need to feel that they have completed some work and demand recognition. Through the target assessment, employees need to feel the sense of participation in achieving the company's goals; Through the understanding of employees' own development consciousness, employees feel that they have the opportunity to cultivate, improve and promote development, and have a sense of organizational belonging that requires goal-oriented and participation. Therefore, performance not only has guiding significance in distribution and manpower selection, but also has a wider incentive effect.
4. Unite employees with mutual trust.
Consciously understand the thoughts and feelings of subordinates, communicate with friends and build a bridge of trust and understanding. Establish a "green channel" for the exchange of ideas, and open up a loving home, a window of wisdom, a hotline, a dialogue with managers, a reception day for the president, and feedback on interview emails. Strengthen spiritual communication with employees, seek the understanding and support needed by subordinates, create * * * knowledge, and form a relationship of mutual loyalty.
Don't supervise too much. Too strict supervision will make subordinates become "obedient machines" and lose their creativity and imagination. Give employees the rights they need to complete their work and help them complete their work more smoothly; After decentralization, don't ask every detail, just rely on system norms and irregular spot checks.
5. Satisfy employees with a perfect salary system. The salary system design of an enterprise shall meet the following requirements.
Two principles: external competitiveness and internal fairness; External competitiveness emphasizes the relationship between salary payment and external organization salary. By maintaining the competitiveness of organizational salary level relative to competitors, internal fairness refers to the relationship between salary structure and organizational design and work. The salary structure should support the working procedures, be fair to all employees, and be conducive to making employees' behaviors consistent with organizational goals. On the premise of ensuring the external competitiveness of salary, we should pay more attention to internal fairness. According to the survey data, more than 80% employees will perceive the fairness of salary through salary comparison, including employees comparing their work and salary with others in the organization. If employees think that their contribution is not directly proportional to their income through comparison, they will feel unfair strongly, which will dampen their enthusiasm for work. Therefore, the fairness of distribution results directly affects employees' perception of salary fairness, and distribution fairness also affects individuals' satisfaction with salary and their trust in the organization. When salary satisfaction and trust in the organization are not high, incentives will lose their effectiveness.
6. Shine employees with brilliant career.
Guide employees to understand the meaning of work, devote themselves wholeheartedly to their favorite career, and strive to reflect their own values. Do a good job rotation, motivate employees to meet new challenges, constantly implement innovation, enrich experience, regard work as a career and enjoy the results. Trust employees, authorize them appropriately, and enhance their sense of participation in the work. Sincerely praise and encourage employees' efforts and contributions: Only when employees' personal values are valued, will they faithfully serve CCB and positively influence the image of the whole team, thus enhancing customers' loyalty to CCB.
7. Cultivate employees with room for development.
Combine employee development with organization, and separate individuals from internal and external environmental factors.
On the basis of analysis, determine a person's career development goals. And choose a career or post to achieve this goal, work out corresponding work, education and training plans, and work out specific measures to make your career develop smoothly and achieve the greatest success. We should not only allocate resources to the best state to retain outstanding talents, but also make full use of talents to maximize the value of employees, expand the space for talent development and realize the best return of human capital. We must provide all training for employees to realize their career planning, so that their horizons can be expanded from their own jobs to multiple or higher positions. When employees achieve their set goals step by step along the road of career planning, their sense of accomplishment is self-evident.
Motivation is a double-edged sword, and the influence of excessive positive motivation on a specific individual at a specific time may go to its opposite in a specific environment. Everyone yearns for a sense of belonging, accomplishment and power to control their work. Everyone wants to be independent, to show their abilities, to be recognized, and to make their work meaningful. While implementing external incentives, enterprises comprehensively use various incentives according to the actual situation, combine the means and purposes of incentives, change the way of thinking, and truly establish an open incentive system that adapts to the characteristics of enterprises, the characteristics of the times and the needs of employees, so as to make CCB invincible in the fierce market competition.
The second part: the incentive mechanism of enterprise employees; Paper target incentive
Goal motivation is to determine appropriate goals, induce people's motivation and behavior, and achieve the purpose of mobilizing people's enthusiasm. As an inducement, goal has the functions of starting, guiding and motivating. Only by constantly motivating yourself to pursue high goals can a person inspire his inner motivation to make progress. In fact, everyone has other goals besides money, such as power goals or achievement goals. Managers want to dig out this hidden or present goal in everyone's mind, and help them formulate detailed implementation steps to guide and help them achieve their goals in the follow-up work. When everyone's goals need to be realized strongly and urgently, they will pay keen attention to the development of enterprises, have a strong sense of responsibility for their work, and can consciously do their work well without the supervision of others at ordinary times. This kind of goal motivation will have a powerful effect.
Respect incentive
We often hear the saying that "the company's achievements are the result of the efforts of all employees". On the surface, managers respect employees, but when the interests of employees appear in an individual way, managers will put the overall interests of all employees in the enterprise as the priority and exclude them. They will say, "We can't just take care of your interests" or "If you don't want to leave, we can't worry about finding someone". At this time, employees will think that "attaching importance to the value and status of employees" is just a slogan. Obviously, if managers don't pay attention to employees' feelings and respect them, they will greatly dampen their enthusiasm, making their work only for remuneration, and their motivation will be greatly weakened. At this time, laziness and irresponsibility will follow.
Respect is a catalyst to accelerate the explosion of employees' self-confidence, and respect motivation is a basic way of motivation. Mutual respect between superiors and subordinates is a powerful spiritual force, which contributes to the harmony among employees and the formation of corporate team spirit and cohesion.
Participation incentive
The practical experience and research of modern human resource management show that modern employees have the requirements and desires to participate in management, and creating and providing all opportunities for employees to participate in management is an effective way to mobilize their enthusiasm. There is no doubt that few people participate in discussing their behavior without being motivated. Therefore, allowing employees to participate in management properly can not only motivate employees, but also gain valuable knowledge for the success of enterprises. Through participation, employees can form a sense of belonging and identity to the enterprise, thus further satisfying the needs of self-esteem and self-realization.
Stimulation of labor
Work itself has the power of motivation. In order to give full play to the enthusiasm of employees, managers should consider how to make the work itself more meaningful and challenging, so that employees have a sense of self-realization. Managers should carry out "work design", enrich and expand work content, and create a good working environment. But also through the two-way choice of employees and positions, employees have a certain choice in their work.
Training and development opportunities incentives
With the development of knowledge economy, the world is becoming more and more informationized, digitized and networked. With the continuous acceleration of knowledge updating, the problems of unreasonable knowledge structure and aging knowledge of employees have become increasingly prominent. Although they continue to enrich and accumulate knowledge in practice, they still need to take incentive measures such as certificate study, further study in colleges and universities, and training abroad. Through this kind of training, they can enrich their knowledge, cultivate their ability, provide them with opportunities for further development and meet their needs for self-realization.
Honor and promotion incentives
Honor is a lofty evaluation of individuals or groups by people or organizations, and it is an important means to meet people's self-esteem needs and inspire people to make progress. From the perspective of human motivation, everyone has the need for self-affirmation, glory and striving for honor. It is a good method of spiritual encouragement to give necessary honor rewards to some outstanding advanced employees. The cost of honor incentive is low, but the effect is good.
Of course, in our honor incentive, there is an incorrect phenomenon of excessive reward. For example, priority laws such as "rotating villages", "grasping castration", "ranking by officials", "grading by money", "giving priority to old comrades, giving priority to the old, weak, sick and disabled" have greatly reduced the "gold content" of honor and the typical exemplary role, which must be corrected vigorously.
In addition, promoting motivation is an affirmation of employees with good performance and high quality, and it should be included in the dynamic management system of "being able to go up and down".
negative incentive
Incentive is not all encouragement, it also includes many negative incentives, such as elimination incentives, fines, demotion and dismissal incentives.
Eliminating incentives is a punitive control means. According to the reinforcement theory in motivation, motivation can be punished, that is, using coercive and threatening control techniques, such as criticism, demotion, fine, salary reduction, elimination and so on. Create an unpleasant or stressful situation to deny some unqualified behaviors.
Modern management theory and practice point out that in employee motivation, positive motivation is far greater than negative motivation. The higher the quality of personnel, the greater the negative effect of elimination incentive. It may be easier to understand if the problem is explained by two-factor theory. Generally, elimination incentives are adopted.
Using a single assessment index has caused employees' job insecurity, and it is difficult for employees to have the opportunity to sum up experiences and lessons. At the same time, it will make the relationship between employees and superiors tense and the relationship between colleagues complicated, so it is difficult for employees to have long-term work plans.
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