[Keywords:] idiom enterprise incentive mechanism
The idiom "Two peaches kill three scholars" comes from The Spring and Autumn Annals of Yan Zi, which tells a story of killing people. Qi Jinggong was surrounded by three warriors: Gong Sun Jie, Tian Kaijiang and Gu Yezi. All three have made great contributions, but they are all proud of their achievements and arrogant. Yan Zi of Qi Xiang suggested that Gong Jing get rid of three men, but they were strong in martial arts and could not win by force. Therefore, Yan Zi asked Gong Jing to give two peaches to the three men and let them share the peaches according to their merits. The three men refused to give in to each other and finally abandoned the peach to commit suicide. This reminds us of the incentive mechanism in modern economics.
I. The concept of incentive mechanism
Incentive mechanism refers to the sum of the interaction between incentive subject and incentive object through incentive factors or incentives, that is, the sum of the internal relationship structure, operation mode and development and evolution law of enterprise incentives. Incentive mechanism includes two elements: first, find out what he needs, and then use it as a reward for employees to complete their work. Second, determine whether his ability can complete the work, that is to say, need and ability are two elements to realize the incentive function. Incentive is not simply to meet any needs of employees unconditionally, but to meet the needs of employees in a way that can lead to the improvement of organizational performance to a certain extent, and to control the way and degree of satisfaction.
Incentive mechanism is not harmful to people, but should inspire people. However, the unreasonable design of many incentive mechanisms objectively plays the role of "killing three sons with three peaches", which not only does not improve efficiency, but reduces it. In 1980s, many bosses of private enterprises in Guangdong took red envelopes as an incentive mechanism. At the end of the year, bosses personally give red envelopes to employees. The size of each red envelope is determined by the boss, and everyone is required to keep it secret. I don't know how big the red envelope is. The purpose of this incentive mechanism is to make every employee thank himself and work hard. The result is just the opposite. Everyone thinks that he has made a great contribution but a small red envelope, is dissatisfied with his boss, or has a bad job or left his job. At this time, the red envelope played the role of "two peaches kill three scholars". Visible, in the process of motivation, need to pay attention to skills.
Second, the incentive process often encountered problems
Enterprise managers hope to motivate employees to work for them through their own incentive measures, but the actual incentive effect is not so obvious. They often act only by experience or feeling, and often step into a dead end of ineffective incentives.
Question 1: The motivation comes from low morale. Many managers think that motivation is a routine job and does not need to spend too much energy. It was not until people in the company frequently changed jobs that they realized the importance of motivation, but it was too late.
Problem 2: Material and spiritual incentives are biased and single in form. In reality, some business owners do not always consider the inner needs of employees, that is, Maslow's advanced needs. Material incentives have no distinction between grades, images and periods, and the form is single, which leads to the marginal effect of incentives decreasing year by year. It causes enterprises to waste time and money and the incentive effect is not ideal.
Problem 3: Taking turns to sit in the village to strike a balance has dampened the enthusiasm of advanced employees. In the process of enterprise motivation, it is often difficult to measure by real standards, and it is also difficult to take turns to sit in the village. This year, you will, next year, and so on. Every year, you will go through the motions, the advanced ones will no longer lead, and the backward ones will still lag behind. Motivation has become a dispensable tool.
Question 4: Lack of assessment basis, incentives become passive water. Some enterprises have imperfect management systems and no working standards, so it is difficult to conduct reasonable performance appraisal for employees. When the benefits of the enterprise are good, the leaders will pay bonuses as soon as they pat their heads. The most popular practice in most enterprises is that "officials" take more and employees take less. The bonus has become a "big pot" of white hair. Without the basis of motivating subordinates, it is impossible to arouse everyone's enthusiasm and promote the development of enterprises. Third, people-oriented, determine the incentive mechanism with humanity.
Enterprises should implement the concept of "people-oriented" in each specific work, truly respect employees continuously, and thus win employees' loyalty to the enterprise, and the incentive mechanism will play an incentive role.
1. Emphasize people-oriented and attach importance to internal communication and coordination.
The development of knowledge economy requires employees to have flexibility, creativity and enthusiasm. Therefore, human capital management must establish the values of "people-oriented" and "people are above everything else". This value holds that employees are the company's most important assets. They are trustworthy and should be respected. They can participate in the relevant decisions of the company, and will continue to grow because of encouragement, tap their own potential and give play to their talents.
2. The positions arranged for employees must match their personalities.
Everyone has personality characteristics. For example, some people are quiet and passive, while others are active; Some people think that they can dominate the environment, while others think that their success mainly depends on the influence of the environment; Some people are willing to challenge risks, while others tend to avoid them. Only a job that matches the personality of employees can make employees feel satisfied and comfortable. For example, traditional employees who like stable and programmed work are suitable to be accountants and cashiers, while confident and enterprising employees are suitable to be project managers and public relations ministers. If you ask a person to do a job that doesn't match his personality, his performance can be imagined.
3. Careful rewards and different incentives for different employees.
Human needs include physiological needs, safety needs, social needs, respect needs and self-realization needs. When one demand is met, employees will turn to other needs. Because each employee's needs are different, what is effective for one person may not be effective for another. Managers should encourage employees individually according to their differences. For example, some employees prefer wages, while others prefer vacations. Targeted incentives can easily make employees feel that they enjoy status and are respected.
4. The incentive mechanism should be fair.
Employees will inevitably compare their salaries with others at work. If employees feel unfair, they will be disappointed, and they may stop working hard or even jump ship. When designing salary, managers should fairly evaluate employees' experience, ability and efforts in salary. Only a fair incentive mechanism can stimulate the enthusiasm of employees. When the incentive is decided by Qi Jinggong, the peach that rewards the hero becomes a knife that kills people. When the reward is determined by an open and operable system, peaches can become an effective incentive means. Incentive mechanism has two sides: a reasonable institutionalized incentive mechanism can improve efficiency, while an unreasonable institutionalized incentive mechanism will reduce efficiency. The key to prevent the incentive mechanism from becoming negative is the institutional design of the incentive mechanism.