Analysis of Incentive Mechanism in Human Resource Management

Firstly, this paper studies the incentive mechanism in different periods in China, which has its importance in different periods. Then, it analyzes the incentive, the content of incentive mechanism, the research status at home and abroad and the existing problems of incentive mechanism. In view of these problems, we use Maslow's hierarchy of needs theory to analyze people's needs, and finally put forward some improvement measures.

Keywords: human resources; Human resource management; Incentive; submerge

Since the 20th century, China has further developed its economy and formally joined the World Trade Organization, which has provided a broad market space for China's economic growth and China's enterprise development. However, we must clearly realize that international economic integration is accompanied by more intense market competition, which poses more severe challenges to enterprises, governments and individuals. Human resource is the strategic resource of modern enterprises, and it is also the most critical factor of enterprise development, and motivation is an important content of human resource. To some extent, the use of incentive mechanism is an important factor to determine the rise and fall of enterprises. How to make good use of the incentive mechanism has become a very important issue for all enterprises.

First, the content of incentive mechanism in human resource management

The so-called incentive mechanism is to stimulate people's motivation to start people's internal motivation according to the changes of people's thoughts in management activities, to urge everyone and every unit to pursue their goals quickly and effectively, and to establish a series of organically combined management methods. If we make good use of the incentive mechanism, we can unite and unite employees, and there is hope for the survival and development of the organization.

Motivation used to be a foreign word, translated from the English word motivation, which means to stimulate motivation, encourage behavior and form motivation. Behaviorists generally believe that human beings are motivated, that is, there is no human behavior without goal orientation. The so-called motivation refers to the degree of desire of an organism when pursuing a given goal. An incentive process is actually a process of meeting people's needs, starting from unsatisfied needs and ending with satisfied needs. Because people's needs are diverse and endless, the process of motivation is also cyclical and continuous. When a person's needs are met, the new needs will be fed back to the next incentive cycle.

Second, the research status of incentive mechanism in human resource management at home and abroad

At present, internationally, human resources have become the first resource of enterprises and even the whole country, and for China, human resources have extraordinary value and function. Many people at home and abroad admit that China people, as individuals, have many excellent qualities, such as intelligence, diligence, hard work and so on. It is these characteristics that have helped many China people succeed abroad. But generally speaking, most enterprises in China have failed to form a mechanism for effectively utilizing and developing human resources for a long time.

A major feature of human resource management in the United States is a special management model for managers-equity incentive. The biggest advantage of equity incentive is that the enterprise value is regarded as the variable of the operator's personal income, thus as a long-term incentive and restraint mechanism, the consistency between ownership and operator's interests is realized.

Japan pays more attention to spiritual incentives while adopting equity incentives. Japan is the most widely used country of Confucianism. According to their own characteristics, Japanese enterprises constantly strengthen the collective consciousness and values of their employees through various spiritual incentives.

South Korea is similar to Japan in many aspects, but in general, Koreans pay more attention to the combination of material incentives and spiritual incentives. Material encouragement refers to encouraging employees to work through material stimulation points. Its main manifestations are positive incentives, such as paying wages, bonuses, allowances and benefits. Negative incentives such as fines.

In traditional enterprises in China, employees' "loyalty" to superiors is often considered to be far more important than employees' working ability and effect. The evaluation of employees and work is restricted by this criterion, forming an incentive mechanism: encouraging "loyalty" to superiors and restraining competent and effective behavior. True loyalty should be reflected in employees' recognition of the enterprise and their dedicated attitude and behavior, which is embodied in keeping with enterprise values and policies in thought, making every effort to contribute to the enterprise in action and always safeguarding the collective interests of the enterprise.

Modern enterprises, on the other hand, attach importance to employees' working ability and effectiveness, which is truly reflected in the realistic code of conduct. Those who have the ability and efficiency to work are constantly valued, rewarded and promoted. The evaluation of personnel and work by enterprises is bound by this criterion, forming another incentive mechanism to encourage competent and effective behavior. Some business operators also blindly believe that only when bonuses are paid enough can employees' enthusiasm be mobilized.

Third, the problems of incentive mechanism in human resource management

(A) the lack of effective personal incentive mechanism

There are both external and internal factors that affect the degree of personal efforts. The internal cause is mainly the need of personal survival and development; External factors are mainly the influence of corporate culture.

When the right to subsistence is satisfied, employees also have the need for individual development. I hope to be appreciated and reused by my boss, recognized and respected by others, have the opportunity to learn and develop, and get emotional release or satisfaction. However, in many enterprises, there are two common problems: on the one hand, most enterprises rely too much on the management system and procedures in the organization to constrain the tasks completed by employees, even extend working hours without calculating overtime pay, or deprive employees of their right to public holidays, resulting in insufficient motivation and low enthusiasm of employees; On the other hand, in the use of incentives, we usually only take the way of salary increase, thinking that as long as we raise employees' salaries, we can maximize their potential, without considering the high-level needs such as employees' spirit.

(B) over-reliance on traditional management, lack of scientific talent introduction mechanism

In the past, the recruitment, selection and appointment of talents in enterprises were almost all decided by the owners of enterprises, and most of them were governed by people. In the early stage of development, about 40% of middle and senior managers in many enterprises were held by family members or relatives of business owners. With the development of enterprises, if we rely too much on the traditional human resource management model, it will lead to the contradiction between the increasing demand for talents and the single supply of families, thus forming internal friction and waste of human resources. In this way, enterprises can easily fall into a vicious circle of accelerated brain drain and inability to attract foreign talents, until the long-term development of enterprises is endangered.

(C) the lack of performance appraisal mechanism and fast feedback channels

Performance appraisal is an important link to ensure that wage income plays its due role, and it is also a necessary condition to scientifically evaluate individual labor achievements and motivate individual efforts.

There is a feedback principle in the performance appraisal principle, that is, the appraisal supervisor should conduct feedback interviews with each appraisal object after the appraisal results come out, not only pointing out the advantages and disadvantages of the assessed, reaching an agreement, but more importantly, writing down the improvement plan to prevent the recurrence of bad performance. But on the one hand, the executives of many enterprises lack communication skills, and the quality of feedback is difficult to guarantee; On the other hand, the supervisor can't persevere and the feedback work can't last long.

(4) Doubting the ability of subordinates without authorization.

Some leaders are worried that their subordinates can't do well, so they constantly interfere with their work. Subordinates are regarded as "brokers". Without autonomy, it is all passive work. Over time, they will feel dependent. Because they are not given autonomy, subordinates are unwilling to take corresponding responsibilities, which leads to low work efficiency, which is probably the biggest waste of enterprises.

Insufficient investment and development of human capital.

Talents needed by enterprises can generally be obtained through training, retention and introduction. However, the current situation of employee training in enterprises is not optimistic, and there are some problems, such as insufficient investment, lack of professional talents, backward training concept and so on. There is little systematic training in enterprises. Moreover, influenced by factors such as industry and the quality of enterprise management talents, there is a big difference.

Fourth, measures should be taken to solve the problems existing in the incentive mechanism of human resource management.

(A) people-oriented, the establishment of a fair and reasonable incentive mechanism

The incentive system first embodies the principle of fairness, and an effective management system should be established to implement and persist for a long time; Secondly, it should be combined with the assessment system, which can stimulate employees' sense of competition and give full play to people's potential; Finally, the formulation of the system should be scientific. Enterprises must systematically analyze and collect information related to incentives, fully understand employees' needs and work quality, and constantly formulate corresponding policies according to changes in the situation. Establish a transparent and open talent employment mechanism, so that employees can display their talents in an open and equal environment and stimulate their enthusiasm to the maximum extent. The protection of employees' personal interests under the standardized system will help to establish a relationship of mutual trust among employees, which will not only retain talents, but also encourage employees to continuously learn business knowledge, strengthen enterprise management and better serve enterprises.

(two) fully authorized, consistent powers and responsibilities.

Give subordinates full rights and don't interfere with their specific practices, so that subordinates can make great efforts and won't feel bound by narrow space. Authorization is not only to give rights, but more importantly, to guide, supervise and exercise subordinates by authorizing superiors. Make subordinates grow up as soon as possible. At the same time, superiors also have time and energy to deal with more important affairs.

(3) Improve the performance appraisal mechanism and establish fast feedback channels.

After establishing the incentive mechanism, we should improve the performance appraisal mechanism to match it, so that the two can complement each other.

Performance appraisal can be carried out in two steps: first, establish daily work records, that is, establish basic work quotas according to the nature of work, and give corresponding grade evaluation according to the completion of employees' goals and tasks. And establish performance records for each employee as the basis for promotion, rewards and punishments; The second is to establish a special contribution record. In the process of enterprise operation, we often encounter various problems that need special methods to solve. Establishing special contribution records and commending outstanding employees' personal abilities is the basis for enterprises to select and promote talents, and emergency information files can also be established.

(d) Fully consider the individual differences of employees and implement the principle of differential incentives.

The purpose of motivation is to improve the enthusiasm of employees. The main factors that affect work enthusiasm are: work nature, leadership behavior, personal development, interpersonal relationship, salary and benefits and working environment. The order of these factors is different for different enterprises. Enterprises must consider individual differences if they want to formulate incentive systems according to different types and characteristics. For example, the age difference: generally, employees aged 20-30 have a strong sense of autonomy and higher requirements for working conditions, so the phenomenon of "job hopping" is more serious; Employees between 3 1-45 years old are relatively content with the status quo and relatively stable because of family and other reasons; People with higher education generally pay more attention to the realization of self-worth, including material benefits, but pay more attention to spiritual satisfaction, such as working environment, working interests and working conditions. People with relatively low academic qualifications should first pay attention to the satisfaction of basic needs; The needs of managers and ordinary employees are also different, so enterprises must consider the characteristics of enterprises and the individual differences of employees when formulating incentive mechanisms in order to receive the greatest incentive effect.

Strengthen the investment and development of human capital.

From Maslow's "hierarchy of needs", we know that when the income level of workers reaches a certain level, the hierarchy of needs will increase accordingly. Today, when the material benefits are basically satisfied, everyone is more willing to take part in a certain amount of training as a deserved reward to improve their gold content in order to occupy a place in the future competition. Based on this, on the one hand, training itself should be regarded as a necessary means for modern enterprises to motivate employees to be positive. On the other hand, according to the effect of training, participants should be given material, spiritual or promotion incentives. If the enterprise can provide them with the conditions and environment to display their talents and let them give full play to their strengths, that is the greatest incentive for them.

Enterprises naturally grow up in the process of market competition. Many enterprises are fully aware of the skills that employees need to master now and in the future, and attach importance to the training of employees to improve their competitiveness. If employees in the enterprise are given priority to participate in the training, not only can the search cost of the enterprise be saved, but also their existing employees are familiar with the management system of the enterprise, so that they can apply new technologies to practical work more quickly and enhance their loyalty and sense of belonging to the enterprise. Employees who choose training must consider the needs of personal development and future work. Enterprises can choose the most suitable training talents and targets according to the daily work and special contribution records established in the performance appraisal mechanism and the current development needs of enterprises, so as to teach students in accordance with their aptitude and get twice the result with half the effort.

Management is a science, but also an art. Human resource management is the art of managing people, and it is the art of mobilizing people's emotions and enthusiasm with the most scientific means and more flexible system. No matter what kind of enterprise wants to develop, it is inseparable from people's creativity and enthusiasm. Therefore, enterprises must attach importance to encouraging employees, comprehensively use various incentive mechanisms according to the actual situation, combine the means and purposes of incentives, change the way of thinking, and truly establish enterprises that adapt to the characteristics of enterprises, the characteristics of the times and the needs of employees.

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