The thesis of management psychology first puts forward the establishment and connotation of humanistic management thought, and then demonstrates that motivation is the core of humanistic management. In this part, we comprehensively compare the X theory and Y theory about human nature, as well as the assumptions of "economic man", "social man", "self-actualized man" and "complex man", and discuss their application scope and mutual relations, so as to prepare for the following discussion on incentive implementation. This paper focuses on five kinds of incentive methods: goal incentive, expectation incentive, responsibility incentive, crisis incentive and reward incentive. Finally, it is pointed out that establishing its own unique corporate culture is the key to maintain the long-term incentive mechanism of enterprises. I. Formation and Connotation of People-oriented Management Thought In the era of agricultural civilization, land was the primary factor of production. Whoever owns a large area of land will occupy the highest end of the production chain and dominate the production process and product distribution. The industrial revolution brought human society into the era of machine mass production, agricultural civilization declined, and capital became the key factor of production. With the deepening of the third scientific and technological revolution and the explosive development of knowledge, the cycle of knowledge and technology renewal is getting shorter and shorter. As the creator and user of knowledge, man has become the most creative, active, revolutionary and strategic resource in modern production. It is no exaggeration to say that whoever has first-class talents in the 2 1 century and who can make first-class talents produce super-class benefits will only win in the fierce market competition. Many large foreign companies attach great importance to the role of talents. Watson, the former president of IBM, once said, "You can take over my factory and burn it down, but as long as I keep my people, I can rebuild IBM." Bill Gates has a similar view. A reporter once asked him, "Mr. Bill Gates, if you start from scratch today, can you create another Microsoft?" Gates thought for a moment and replied, "Yes, as long as I choose 100 people to take away." One of the most important reasons why the United States stands at the top of the world today and is far ahead of its competitors in many research fields is that they have attracted a large number of outstanding talents from all over the world. No one and no leaders doubt the importance of talents, but not every manager knows how to keep talents, make them happy and contribute to the company. Fewer managers know how to turn every employee into a talent-make outstanding contributions in their posts. Throughout the classical management theory and Taylor's scientific management theory, workers are regarded as production tools that can be squeezed as much as possible. They are regarded as biological machines, and managers rarely manage and motivate them effectively from psychological factors such as human nature, human feelings, feelings and will. In fact, people are not cold machines, and people are not always so disgusted with work as the boss imagined. Only under supervision and pressure can they work honestly. Workers' motivation to work is not just for food and money. People have feelings and psychological activities, and their enthusiasm and initiative have great flexibility, which has a direct and profound relationship with their psychological state. Since people are the first resource of enterprises, the management of people should also be the core issue of management science. Exploring people's psychological activities through various ways and skills, igniting employees' passion from the inside and maximizing efficiency have also become a very important topic, which is also the content of management psychology research. Based on humanism, management psychology discusses the management of people from the perspective of psychology, which is different from traditional management methods. 2. Motivation is the core of people-oriented management. Motivation is a very important function, a core issue and one of the hot issues in management psychology. Motivation is the process of mobilizing people's enthusiasm. Jin Kela, a master of motivation, once said, "If you want to be a force in the crowd, you must master motivation. Life is like this. If you put it in your interpersonal relationship, people will remember that you trust you, just as the night believes in the light. " The main purpose of learning management psychology is to master the psychology of individuals and groups, stimulate everyone's enthusiasm, and make the best use of their talents. One of the core elements of E4(Energier vivity, Energier motivation, Edge acumen and Execution) summarized by Jack Welch, former CEO of General Motors, is motivation. He once said that managers should be team members and coaches. Their job is to help others, not to control them. They should also have the ability to inspire others. The ability to inspire and inspire others-infectious enthusiasm-will bring the organization's ability to the extreme. It is no exaggeration to say that there are only two kinds of managers in 2 1 century, those who know how to motivate employees and those who fail. Before discussing the ways of motivation in detail, let's discuss some basic assumptions and principles of management psychology, and then discuss the implementation of motivation on the basis of these theories. There are "X" theory, "Y" theory and "beyond Y" theory about human nature. There are also the assumptions of "economic man", "social man", "self-actualization man" and "complex man". Early managers and a considerable number of managers in China now tend to "X" theory and "economic man" hypothesis, but with the development of society, more and more people begin to agree with "Y" theory and "social man" and "self-fulfilling man" hypothesis. I don't think these theories are contradictory in themselves, nor can we say which theory is right or wrong. Each theory has its reasonable factors and applicable period. The development of social economy and the change of people's needs will inevitably lead to this change. The theory itself is only a reflection of the facts. For a long time after the industrial revolution, although the level of social productivity has been greatly improved, the basic needs of workers such as material and safety have not been fully met, and the production conditions and wages provided by capitalists are very poor. The assembly-line large-scale industrial production makes most workers' work just simple and repetitive mechanical operations.