Verb (abbreviation of verb) Specific measures to improve employee satisfaction The ultimate goal of an enterprise is to achieve three satisfactions: employee satisfaction, customer satisfaction and shareholder satisfaction. Among them, employee satisfaction is the basis of customer satisfaction and shareholder satisfaction. Only when employees are satisfied can they devote more enthusiasm to their work, thus creating greater customer satisfaction, ensuring the sustainable survival and development of enterprises, ensuring the profits of enterprises and ensuring the satisfaction of shareholders. Satisfied employees can create higher work efficiency. Satisfied employees are happy, have a sense of belonging, responsibility and ownership, and put more enthusiasm into their work, thus creating higher work efficiency under the same conditions. However, low employee satisfaction will lead to employees' depression or excessive tension, which is not conducive to the improvement of personal work efficiency and will directly affect the combat effectiveness of enterprise teams. (1) Direction The existing related research shows that the main factors affecting employee satisfaction are the job itself, salary, promotion opportunities, working conditions, leadership style and interpersonal relationships. 1, the work itself mainly includes employees' interest in the work itself, the challenge of the work, learning opportunities, success opportunities, etc. Employee's satisfaction depends largely on his interest in work, and a job with certain psychological challenges will avoid employees' boredom with work. Similarly, the learning opportunities and success opportunities of the job itself are also one of the sources to stimulate employee satisfaction. 2. Remuneration mainly refers to the quantity, fairness and rationality of remuneration. Salary is an important factor to determine employee satisfaction. It can not only meet the basic needs of employees' life and work, but also respect the company's contribution to employees, which is an important indicator to measure employees' performance. 3. Promotion opportunities Promotion opportunities are another way to recognize employees' work, because promotion provides employees with opportunities for personal growth, more responsibilities and improved social status. An excellent and well-paid employee who has worked in a certain position for more than ten years but has not been promoted will not be very satisfied. Promotion is also fair and reasonable. Only when employees think that the promotion opportunities are fair and reasonable will their job satisfaction be improved. 4. Working conditions include the length of working hours, machinery and equipment and working environment such as temperature, humidity, ventilation, light, noise and cleanliness. People yearn for good working conditions, because it can bring physical comfort, thus improving employees' work efficiency and job satisfaction. 5. Leadership style The leadership style of managers can generally be considered from two aspects: one is caring for people or performance; Second, authoritarian leadership or democratic leadership. Generally speaking, employee-centered caring leadership style and democratic participatory leadership give employees higher job satisfaction. Under this leadership style, employees feel that they are valued and truly become part of the organization, and their work enthusiasm and satisfaction will be greatly improved. 6. Interpersonal relationships are mainly with colleagues, leaders and family members. People need to contact and communicate with others at work or outside work, and need to maintain a harmonious relationship with their partners and colleagues. This relationship also affects employees' satisfaction and emotions to a great extent. (2) Method 1. Formulate and implement a fair and reasonable salary system and performance appraisal system. American psychologist Abraham? Maslow's "hierarchy of needs" is in his paper "Theory of Human Motivation"1943; From low to high, it is divided into "physiology, safety, socialization, respect and self-realization". Only the "corporate culture" needs to be people-oriented, but it is forgotten that when the laborer is likely to be unable to bear the economic pressure of himself and his family, you can hold some corporate culture activities in the enterprise to meet his "social needs" to improve employee satisfaction, which is naturally far from people-oriented, because he can't even meet the most basic "physiological needs and safety needs". Salary is not only the driving force to promote people's behavior, but also the material basis to meet people's needs. Employees' salaries are generally divided into two categories, one is economic remuneration and the other is non-economic remuneration. The former includes all kinds of wages, bonuses and benefits. And the latter includes work content (such as interesting and challenging work) and working environment (such as temperature, lighting, color, cultural atmosphere and interpersonal relationship). Therefore, entrepreneurs should meet the needs of employees from different angles and levels. In addition, the fairness of salary distribution is also worthy of attention. Well-known psychologists believe that the fairness of salary can stimulate employees' work motivation and behavior more than the type and quantity of salary. According to the fairness theory, employees judge whether it is fair or not on the basis of their own remuneration and investment ratio compared with others. If the two ratios are equal, employees will feel fair and will continue to maintain their previous contribution level; If there is inequality, employees will take positive or negative actions to reduce unfairness. Employees not only pay attention to the fairness of the results, but also pay attention to whether the process is fair and whether there are fair and reasonable evaluation criteria for work performance. Therefore, it is necessary to formulate and implement a fair and reasonable salary system and performance evaluation system for all employees, constantly stimulate their enthusiasm for work and continuously improve their satisfaction. 2. Redesigning employees' job content is also an important factor to improve employees' satisfaction. However, the actual work is often monotonous for employees, which will cause employees to hate the work, reduce their enthusiasm and labor productivity, so it is necessary to redesign the work. Job redesign refers to the redesign of employees' job responsibilities, contents and methods in order to improve employees' job performance and achieve employees' satisfaction. The main methods are: (1) job rotation. Job rotation is to change employees from performing one task to performing another, so as to overcome the monotony of work and improve employees' comprehensive work skills. (2) Work development. Job expansion refers to the expansion and enrichment of employees' work, which is divided into vertical expansion and horizontal expansion. Lateral job expansion requires employees to complete more kinds of work tasks, which changes employees' work content and responsibilities. Vertical job expansion requires employees to participate in planning, organizing and monitoring their own work, which changes the way employees complete tasks. In essence, this kind of job expansion is a kind of decentralization. (3) Flexible working hours. This is a work schedule that allows employees to freely choose their working hours. In addition to the core tasks that must be completed every day, employees are free to decide their working hours. The research shows that the flexible working hours system can not only improve the work efficiency of about 10%, but also improve the satisfaction of employees. In our company, although this method is not completely applicable, it can sometimes be handled flexibly. 3. People-oriented, creating a ladder for employees to go home often enters the misunderstanding of management and being managed. Managers think that incumbents are not good, and incumbents think that they are "squeezed out"; So an employee who hopes for the future, a boss who hopes for the future. In fact, the development of enterprises or individuals today depends on the leadership of the current boss and the cooperation of existing employees. Creating a sense of belonging for existing employees is naturally a reserve for future human resources. Of course, a good corporate atmosphere cannot be formed by a person's cultivation, and it needs to be run-in as soon as possible under the people-oriented system.