At present, logistics enterprises are facing the pressure of outstanding marketization and cultivating sustainable competitiveness. The construction of scientific and efficient management system has become an urgent requirement for deepening the reform situation, and the incentive mechanism has become an internal factor affecting the development of enterprises. How to improve the overall quality of employees and solve the problems of initiative, enthusiasm and creativity in employees' work is the focus of enterprise management mechanism reform.

First, vitality and efficiency: the realistic orientation of incentive mechanism in logistics management

Efficiency is the lifeline of enterprises, and vitality is the source of power for enterprises to become bigger and stronger. To improve the efficiency and enhance the vitality of enterprises, we must fully mobilize the enthusiasm, initiative and creativity of all kinds of talents in enterprises. However, the management of logistics enterprises in China has always been vague and vacillating in the paradigm of institutionalized and humanistic management, which focuses on coordinating and controlling various management elements with rules such as system, technology and process, while administrative and bureaucratic systems cannot reflect management efficiency; The humanistic paradigm management, which emphasizes that enterprises can meet employees' emotional needs and realize employees' value, is just a formality, and it does not really stimulate employees' sense of corporate identity and belonging, nor does it really stimulate employees' self-investment and work vitality. At present, most logistics enterprises in China have evolved from the traditional transportation industry, with backward management concepts and rigid management systems and mechanisms, while the family management of small and medium-sized logistics enterprises is relatively private, which leads enterprises to pay more attention to benefits and ignore people's problems. The maladjustment of this management mechanism is manifested in the "management loopholes" and "insufficient incentives" in stimulating vitality, and a scientific and effective enterprise incentive mechanism is not only suitable for the current situation of deepening reform,

An important criterion for judging the quality of a system is whether it can release its potential and stimulate its vitality. In order to really stimulate the enthusiasm of employees and release their energy, the construction of enterprise incentive mechanism must seek management innovation of the mechanism. Innovation is the soul of enterprise survival and development. Enterprise innovation involves organizational innovation, technological innovation, management innovation, strategic innovation and many other aspects, but the essence is the innovation of human management mechanism, and the innovation of incentive mechanism is the core of all management innovations. At present, the development of China's logistics industry lags far behind the international level, and most of them remain at the management level of service-oriented labor-intensive industries, which are extensive and simple, focusing only on simple material incentives and ignoring the incentives of spiritual and psychological needs; Only paying attention to short-term incentives and ignoring long-term incentives for employees leads to low recognition, low loyalty and lack of motivation and vitality. It should be noted that the rapid growth and continuous development of enterprises comes from the self-growth and energy release of employees. The innovative incentive mechanism provides the external environment and conditions for the development of employees, becomes the external power to stimulate the vitality of employees, and objectively promotes the vitality of the entire enterprise management mechanism.

Second, the content and process: the humanistic orientation of the incentive mechanism in logistics management

What kind of strategy to adopt to manage and motivate employees is not only a matter of management methods and means, but also reflects people's views and ideological orientation on human nature, and behind human nature reflects people's need pursuit and work motivation, which is also the inherent essence of motivation. Both the understanding of human nature in China's traditional culture and the assumptions of human nature from various perspectives in the West are actually reflected in the theoretical summary of human nature in Marxism. When the fact that "the first thing to be confirmed is the material organization of these individuals and the resulting relationship between individuals and other nature" (1) is established, people's natural attributes appear. People's satisfaction with natural attributes shows that people's work motivation and power drive cannot ignore the pursuit of people's basic needs, which also shows that fair and competitive reward incentives are the first step to realize employee motivation; The social attribute of human beings embodies a social relationship of "realizing that people must communicate with the individuals around them, that is, beginning to realize that people always live in society". (2) The existence of people in this kind of social relationship urges people to pursue various social needs such as respect, love and belonging, which also shows the importance of psychological incentives such as humanistic care, belonging, identity and respect in the whole incentive mechanism framework; People's spiritual attributes are reflected in people's cognition and experience of self and social initiative beyond natural attributes and social attributes, which not only shows people's mood and emotional orientation, but also shows people's satisfaction in realizing a sense of accomplishment. Therefore, in order to achieve the best effect, the construction of incentive mechanism must be clear about the ultimate goal of incentive and must tap the internal source of work motivation.

At present, due to the characteristics of logistics management itself, there is a great demand for different types of personnel, from ordinary employees who prefer manual transportation, warehousing, handling and packaging to professional technical and management personnel. Everyone's actual needs and psychological needs at work are different. In addition, due to the decentralized and mobile operation of the logistics industry and the high mobility of employees, the stability of the workforce has become a prominent problem. However, the diversity and difference of employees' needs are not paid attention to in the incentive, and the incentive form is single and rigid, which leads to the loss of employees' initiative, enthusiasm and vitality. The two-factor theory reminds people that the auxiliary role of health care factors in the incentive mechanism can not be ignored. Although the recognition, challenge and sense of accomplishment in work are the direct factors that determine and influence the incentive effect, the satisfaction of external working environment and various conditions will also enhance or weaken the internal incentive effect of the incentive factors. Of course, health factors only play an auxiliary role in the incentive mechanism. Due to the influence of Chinese traditional culture, the concept of individual dependence on the collective gradually extends to people's work field, and even becomes an integral part of work values, which leads employees to regard job security as an important work value orientation, while most logistics enterprises still follow the traditional management model, "taking enterprise security function as an important factor in employee motivation". The process-based motivation theory explores the psychological processes such as the formation of human motivation and the choice of behavioral goals through people's understanding of motivation. These theories are also based on people's needs, and the role of incentive mechanism is reflected in the changes in people's psychological process of meeting various needs. In the final analysis, people still pay attention to people's needs and motives. Expectation theory emphasizes the important role of preset goals in motivation. The clarity of goal setting and the individual's value setting for the goal affect the final result of motivation. When a person is clear about what he should do and what he should do, the goal will be transformed into enterprise mission and work responsibility, which not only achieves the effect of self-control and self-management of employees, but also destroys the positive work motivation. Fairness theory points out the influence of fair distribution on incentive results from the distribution of remuneration. However, traditional logistics management still pays attention to results and benefits. Although a large number of talents have been introduced, due to the lack of humanistic care, especially the imperfect promotion mechanism, employees can't see the prospect of personal achievement and self-development, which seriously reduces their initiative and enthusiasm, and even loses confidence in the enterprise. However, the long-standing egalitarian distribution concept, salary and personal performance can not really be linked, which also leads to the loss of work motivation of employees.

It can be seen that the construction of logistics management incentive mechanism should be human-oriented, the development of enterprises must pay attention to people, and the focus of incentive management should be from the perspective of basic human nature, and people's pursuit of needs at all levels cannot be ignored, which is the cornerstone of scientific incentive management.

Third, subject and object: the role orientation of incentive mechanism in logistics management

"Subject" is the owner and sender of behavior, and "object" is the object of behavior. Traditional management clearly defines the two sides of management activities. Managers play an active role in all management, while the managed can only play a passive role to accept management. In the 20th century, people began to pay attention to human nature, and then began to think about what the managed really needs and hopes to achieve, and who is the real "subject" and "object" in management activities. Marx said: "Man himself is the basis of his own material production and other kinds of production. Therefore, all situations that affect people as the main body of production will change people's functions and activities to a greater or lesser extent, which will also change people's functions and activities as creators of material wealth and commodities. " Therefore, the clear distinction between "subject" and "object" may lead the managed person to change his original work understanding, tend to be "lazy" and negative, and even lead to "psychological blow", which makes him intentionally give up his enthusiasm and initiative, and managers have to start to examine their role orientation. When the people-oriented management concept goes deep into management practice, the unequal relationship between "subject" and "object" in management activities is replaced by equal relationship, and the "object" role of the managed person really becomes the "subject" role that determines the production efficiency and management results, and the management incentive of employees' needs, thoughts and feelings has also become the most prominent management content of system management.

The spirit of enterprise ownership in China's planned economy era and the mechanism changes of enterprise management in giving full play to people's initiative, initiative and creativity since the reform and opening up have not fundamentally changed the disadvantages of administrative management, and still emphasize the control of the system. The singleness and formalism of incentive methods do not pay attention to the pursuit of people's personality development and diverse needs, so there is no real employee's dominant position and real incentive. Surveys by China Academy of Social Sciences and All-China Federation of Trade Unions show that the enthusiasm of employees in large and medium-sized enterprises in China is only at a general or even low level: the average work enthusiasm is only 60%, and self-awareness and work enthusiasm are seriously insufficient. They have a certain desire to overcome difficulties, but they lack the spirit of pioneering and innovation and the energy to study hard.

For logistics management, it is very important to realize that employees are independent people and have a dominant position in the enterprise, which affects employees' sense of identity and belonging to the enterprise. Due to the high dispersion and liquidity of the logistics industry, the construction of the workforce is very variable. Efficient logistics management needs a stable team with strong ability and high loyalty to the enterprise, which requires employees to have a high sense of identity and belonging to the enterprise. Management by means of control will not only obliterate the innovative spirit and creativity of employees, but also never retain people. Therefore, the real control can only come from the individual employees. To realize this kind of management, leaders must clearly understand their position and role in management. First of all, leaders should change their leadership style. Through Lei Wen's leadership style theory, we can see that different leadership styles have different effects on team members' job performance and job satisfaction. Autocratic leadership style only pays attention to work objectives, so it only cares about work tasks and work efficiency, and rarely cares about group members. The social and psychological distance between the leader and the led is large, and the led is more vigilant and hostile to the leader because of the lack of concern from the leader. Democratic leadership style pays more attention to the satisfaction of employees' needs. By creating a democratic and equal atmosphere, the psychological distance between the leader and the led is narrowed, thus stimulating employees' work motivation and sense of responsibility and improving work efficiency. From the perspective of logistics management, most management systems still have a lot of administrative colors. For a long time, the autocratic style of leaders has been prominent, lacking the understanding of employees' needs and the awareness of talent competition and motivation. Therefore, leaders should psychologically eliminate the concept that they are "officials", establish a democratic style of leadership in management concepts, and implement democratic decision-making, democratic management and democratic supervision. Secondly, leaders should change their leadership style. If an enterprise wants to be full of vitality, it must have a large number of active employees who are brave in taking responsibility, full of innovative spirit, take the initiative to meet challenges and actively face difficulties, which also requires leaders to put their positions in a prominent position in the management of the whole organization, rather than relying too much on power to safeguard their dignity. In order to gain the high recognition of employees, leaders must change their leadership behavior into service behavior, take motivation as the guide, and regard employees as the main body of management activities as the guidance of incentive mechanism in the management process.

[References]

① ② Marx and Engels: Selected Works of Marx and Engels, vol. 1, People's Publishing House, 1995, p. 67; Page 82.

③ Hao Linxi: On the Incentive Mechanism of Talents in State-owned Enterprises, Times Report, 7th Edition, 20 1 1.

④ Marx: The Complete Works of Marx and Engels, Volume 26, Volume 1, People's Publishing House, 1972, p. 300.

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