First, the analysis of the problems existing in the incentive mechanism for employees in small and medium-sized enterprises
At present, the problems existing in the employee incentive mechanism of small and medium-sized enterprises in China mainly focus on the following aspects:
First, the phenomenon of family management is serious, which shows that people are loyal and relatives are not virtuous. Relatives, friends or cronies hold important management positions in enterprises, which leads to confusion of rights and responsibilities in management, arouses employees' resentment, seriously discourages employees' desire to participate in enterprise management and realize self-worth, increases employees' centrifugal force and reduces enterprise cohesion.
Second, there are misunderstandings about the incentive mechanism. Many small and medium-sized enterprises still adhere to the means of "carrot and stick", and operators still regard employees as "economic men, lacking emotional communication with employees", relying solely on the satisfaction of material interests to motivate employees, or even "money is paramount", ignoring the spiritual incentives for employees.
Third, there are problems in the incentive mode, which is manifested in the "big pot" incentive, the distribution is not linked to performance, and the wage hierarchy is still prevalent; Bonus has not become a tool to commend advanced technology, and it has been distorted into a prize for everyone regardless of work performance and whether the task is completed well or not; The incentive measures are single, with less rewards and more punishments, and the phenomenon of escrow by punishment is outstanding. Most of the rewards given by enterprises are bonuses and salary increases, but the incentives for training, promotion, participation in management and spirit are very limited; Leaders lack emotional input, communication between superiors and subordinates, and fail to form a harmonious interpersonal relationship and a harmonious enterprise environment.
Fourth, people-oriented is not well understood. They fall into the misunderstanding of energy-oriented, and blindly pursue the high consumption of talents by establishing the same "energy level" as the ability elements. In addition, in the case of many different ability factors, "energy levels" are not comparable, so it is difficult to ensure fairness, justice, reliability and effectiveness of the test, and it is easy to cause discrimination and prejudice in practice, as well as mutual destruction among employees.
Fifth, there is a lack of communication in the process, and many small and medium-sized enterprises often attach importance to the delivery of orders rather than the feedback process. All employees want to be appreciated by the company, but the result often disappoints them. Many employees always complain, and leaders pay attention to their existence only when they make mistakes. Lack of necessary communication, employees are in a closed environment and their enthusiasm is not high.
Sixth, the lack of corporate culture. Many small and medium-sized enterprises lack the construction of corporate culture in the process of operation, and rarely educate employees on values, corporate culture and corporate management concepts. The lack of common values between employees and enterprises often leads to the dislocation of personal values and enterprise ideas, which is also an important reason why small and medium-sized enterprises are difficult to attract and retain talents.
Second, measures to improve the incentive mechanism for people-oriented management of employees in SMEs
1. Create a corporate culture of mutual trust and a good corporate environment.
Cultural competition is the highest level of enterprise competition. Small and medium-sized enterprises must have their own unique corporate culture if they want to gain a firm foothold and grow stronger in the fierce market competition. By creating a good corporate image with clean environment, friendly atmosphere, orderly operation and standardized management, it can not only stimulate the enthusiasm of all employees, but also unify the will and desire of enterprise members. Qi Xin's concerted efforts to achieve the strategic goals of enterprises are also an effective means to retain and attract talents. Mutual trust, respect and competition are the same parts in different corporate cultures. For small and medium-sized enterprises, it is difficult to compare with large enterprises in providing generous welfare treatment for employees, but they can compete with them in realizing respect and trust for employees and helping employees create value. Care for employees from life, care for employees, care about their warmth and coldness, help employees as much as possible, and solve practical problems for employees. At work, enterprises should strive to respect human values, which can be reflected in substantive work, clear future planning, impartial working environment and so on. As a supervisor, we should create a communication environment and communicate with subordinates regularly to understand their mentality.
2. Material incentives to build a scientific and fair salary system.
The salary incentive of people-oriented management should be based on the principles of fairness, incentive, economy and legality to choose the salary structure suitable for the enterprise itself. The salary structure of modern enterprises includes: basic salary, bonus, allowance and welfare. For small and medium-sized enterprises, we should generally choose a more flexible model, that is, the model in which the proportion of basic salary, bonus and allowance is linked to personal performance, and the proportion of welfare and insurance is less, which has a strong incentive function and is conducive to reducing the loss of excellent employees, but the employees feel less secure. On the contrary, if you choose a high-stability model that determines salary based on seniority and company operating conditions and has little to do with personal performance, although employees have a high sense of security, they lack incentives and the burden on enterprises will increase. In order to make the selected salary model not only have strong incentive effect, but also have certain stability, managers should comprehensively consider the financial strength, business objectives and personal performance of enterprises, reasonably combine various elements of salary, and determine the proportion of each element, so that the salary system can achieve the purpose of motivating employees efficiently. Enterprises should correctly handle the relationship between job performance and incentive management, implement the performance bonus system, evaluate employees' morality, ability, diligence and performance, and build a people-oriented deeper bonus incentive system. In addition, small and medium-sized enterprises need to provide different contents for different people when designing and considering employee benefits. According to the level of social and economic development and the financial situation of the enterprise itself, we should provide perfect welfare conditions for employees as much as possible. For example, provide employees with free lunch or subsidies, free training, children's nursery and support for the elderly subsidies, leisure and entertainment, vacations and other benefits. Don't cancel the existing benefits easily without sufficient reasons, so as not to dampen enthusiasm.
3. Emotional management, establishing a people-oriented spiritual incentive mechanism.
Due to the small scale of enterprises and limited financial resources, it is difficult for most small and medium-sized enterprises to provide high salaries and benefits to motivate talents. Therefore, spiritual motivation is particularly important for these enterprises. Emotional investment and emotional management are effective means. Emotional management is a science that studies people's inner world and explores people's deep behavioral motives. Managers of modern enterprises must be good at using all kinds of incentives, contact their own feelings, meet the social and psychological needs of employees, and thus mobilize the enthusiasm and creativity of employees. First of all, in order to make employees truly feel their importance, business leaders must remember this important significance from the heart and embody it in their actions everywhere, whether in making plans or in daily communication. As managers, we should approach employees actively, talk to them, and listen to their opinions and voices through contact and conversation. Treat every employee with sincerity and trust. Give subordinates full power and create a space for full display. In short, according to the characteristics of emotional plasticity, tendentiousness and stability, we should carry out positive emotional induction, stimulate employees' positive and positive emotions, and eliminate their negative and negative emotions, so as to coordinate internal relations and reduce internal contradictions.
4. People-oriented career planning and management, clear employee career prospects.
Career motivation has become the most effective way to motivate employees, which has been recognized by management theorists and widely adopted by entrepreneurs. Career planning is conducive to defining future life goals, objectively evaluating one's own strength, making planned training plans for organizations and employees, encouraging employees to master their own future and destiny, giving full play to their talents, and achieving the goals of employees and enterprises. Small and medium-sized enterprises often don't pay attention to employees' career planning, and many employees don't have a clear understanding of their careers. Therefore, in order to give full play to their talents, small and medium-sized enterprise operators must try their best to let employees choose their own positions, allow employees to make appropriate adjustments in the development process, and let employees understand and master the methods and steps of career planning. A clear career planning will achieve a win-win situation for both individuals and enterprises. It is necessary to show the development and needs of enterprises to employees, so as to comprehensively analyze external conditions and better formulate feasible goals in combination with personal characteristics. Provide various methods to help employees analyze themselves and know themselves, and try their best to match their personality with their posts, their interests with their posts, and their specialties with their posts.
5. Participatory management allows employees to be masters of their own affairs.
The core of democratic management is to let employees participate in management, also called "full participation". In modern scientific management, the boundary between the manager and the managed is blurring, and more and more managed people participate in management. Management is no longer the business of a few full-time managers. The decision-making of SMEs is relatively more specific and simple. Managers should discuss their work plans and objectives with employees, listen carefully to employees' views on work, and actively adopt employees' reasonable suggestions on enterprise development and management. With the improvement of employees' participation in management, skilled employees can also implement employee self-management. Managers can point out the work objectives of the whole enterprise or department, and let each employee come up with his own work plan and work objectives, which will be implemented after discussion and approval. Because employees have greater decision-making power within their own work scope, they have strong work initiative and can undertake corresponding work responsibilities. Through employees' deep participation in enterprise management, employees' understanding of factory business processes is enhanced, and managers' hard work and decision-making intentions are better understood, thus successfully improving labor relations, enhancing the consciousness of implementing superior plans, enhancing enterprise cohesion, and improving efficiency and effectiveness.
6. Carry out periodic job rotation to improve employees' empathy.
Employees who stay in a fixed position for too long are likely to be bored and bored with their work, and even become inert, which greatly reduces their enthusiasm and efficiency. Conduct regular job rotation or exchange for employees of small and medium-sized enterprises, so that employees can get all kinds of exercises, so that employees can reach the level of "one person with multiple posts, one expert with multiple functions", and gradually cultivate employees from single ability to compound employees, who can undertake a variety of jobs; Through job rotation, we can cultivate cross-job problem-solving ability, give employees a good opportunity to evaluate their qualifications and preferences, learn to communicate with others, enhance interpersonal relationships, broaden their knowledge and skills, stimulate their interest and freshness in new jobs and jobs, make them fully understand the affairs of enterprises, and help employees enhance their work enthusiasm and improve their work performance.