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首页 金贵银业郴州市金贵银业激励的目的和技巧(金贵银业)(Jingui Bank Ch…

金贵银业郴州市金贵银业激励的目的和技巧(金贵银业)(Jingui Bank Chenzhou Jingui silver industry the purpose of motivation and skill (Jingui silver industry)).doc

金贵银业郴州市金贵银业激励的目的和技巧(金贵银业&#4…

小猪欲哭却大笑
2018-09-22 0人阅读 举报 0 0 0 暂无简介

简介:本文档为《金贵银业郴州市金贵银业激励的目的和技巧(金贵银业)(Jingui Bank Chenzhou Jingui silver industry the purpose of motivation and skill (Jingui silver industry))doc》,可适用于社会民生领域

金贵银业郴州市金贵银业激励的目的和技巧(金贵银业)(JinguiBankChenzhouJinguisilverindustrythepurposeofmotivationandskill(Jinguisilverindustry))金贵银业郴州市金贵银业激励的目的和技巧(金贵银业)(JinguiBankChenzhouJinguisilverindustrythepurposeofmotivationandskill(Jinguisilverindustry))JinguiBank:ChenzhouJinguisilverindustry:thepurposeofmotivationandskill(Jinguisilverindustry)Toestablishaneffectiveincentivemechanism,whetheritisforwhattypeofenterprise,itistoachieveorganizationalgoals,toacceleratethedevelopmentofenterprises,improvetheworkingenthusiasmofthestaffandmobilizethestafftocreatethemaximumpotential,enhancethecompetitivenessofenterprisesisofgreatsignificanceTheauthorcombinesyearsofpracticalworkexperience,intheestablishmentofemployeeincentivemechanism,talkabouthisownviewsandviewsFirst,adopteffectiveincentivemethodsThroughoutthevariousenterprisestouseincentivemethods,nothingmorethanmanifestedinthefollowingforms:,currencyform:annualsalary,performancesalaryandperformancebonus,etc,thestockform:equityandoptions,spiritualform:praise,advanced,pacesetter,modelworker,etc,otherforms:advancedstudies,advancedstudies,skillstrainingandjobpromotion,etcEffectivemotivationreferstousingvariouseffectivemethodstomobilizetheenthusiasmandcreativityofemployees,sothatemployeescanworkhardtoaccomplishtasksandgoals,soastoachieveorganizationalgoalsReferstoenterprisessetuptheincentivemechanismbyadoptingeffectiveincentivemethod,establishemployeeinitiative,regulateemployeebehaviorsystem,thehumanresourcesdepartmentintheimplementationofincentive,weshouldcombinethecharacteristicsofenterprises,constructtheenterprisecharacteristicsoftheincentivesystemormechanismHarvardUniversityprofessorJameshadasked:ifthereisnoincentive,aperson'sabilitytoplayonly,ifitismotivated,canplayto,ofwhich~effectcausedbythegapistheincentiveTherefore,makethebestuseofthepremiseistoestablishagoodincentivemechanismMotivationgenerallyhastwoways:oneisthematerialincentive(theincentivemethod),someresearchesindicatethematerialasincentivescanimprovetheworkingefficiencyofThetwoisspiritualincentive(theformerincentivemethods),andcomparedwithmaterialincentives,spiritualincentivescanraisetheenthusiasmoftheworkatahigherlevelofenthusiasm,notonlylowcost,butalsolongtimetomaintainTherefore,motivationshouldbebasedondifferentpsychologicalexpectationsofemployees,andadoptdifferentincentivemethodsOfcourse,humanneedsaremultilayeredandcomplex,anditisimpracticaltodesignpersonalizedincentiveschemesforthousandsofemployees,eveniftheycanunderstandthepsychologicalneedsofemployeesInthisregard,intheactualmanagementprocess,itisnecessarytoestablishabalancedandBalancedIncentivethought,accordingtotherequirementsoftheenterpriseemployeeshavedifferentexpectations,takedifferentincentivemethodsanddifferentincentivesfordifferentgroupstoestablishtheincentivemechanismoftheenterpriseitselfOnthefrontlinestaff,accordingtothecharacteristicsoftheirgeneralexpectationsandsimpleskills,accordingtotheirworkdone,justperfectusepiecework,payforperformanceandthespiritandencourageemployeestocreatearelaxedworkingenvironmentformotivation,enthusiasmarouseemployeeenthusiasm,makethemworkforthosemanagementpersonnel,technicalpersonnel,inadditiontotheestablishmentofgoodoccupationcareerplanningsystem,butalsocantakesomehighwages,suchasprovidingtrainingandfurthereducation,sendpromotionmethods,satisfytheirpsychologicalneeds,tomakeitfullyplaytheirabilitytomakethemkeenlyawareofcorporateculture,sothattheyhaveaasenseofbelonging,candispeltheir"jobhopping"oftheidea,andcanstabilizethebackboneofanumberofenterprisesseniormanagementteamManagementandkeytechnicalpersonnelcanbemotivatedbyannualsalary,performancebonus,andequityandoptionincentivemethodsInfact,owningequityandoptionsisthebiggestincentivefortopmanagementandkeytechnicalstaff,andalsotheirbestmotivationexpectationOncetheybecomeallthepropertyoftheenterprise,hasbecometheenterpriseownerswillbemoreworthyofthename,toconsidertheinterestsofenterprises,becausetheenterprisebenefitistheirinterests,businesssuccessoftheircareersuccess,thusmaketheirbusinessandenterprisedevelopmentTherefore,takingstockoptionandoptionasincentiveisthemosteffectiveincentivemeasureforenterprisestoretainadvancedtalentsHumanresourceisanimportantresourceforenterprises,enterpriseswanttosurviveanddevelopinthefiercecompetition,wemustrelyonemancipatingthemind,boldinnovation,attachesgreatimportancetoemployeemotivation,establisheffectiveincentivemechanismtoadapttothecharacteristicsofthetimes,enterprisecharacteristicsandtheneedsofemployeesIntheestablishmentofincentivemechanism,weshouldsetupasetofprograms,suchasshorttermmotivation,mediumtermincentiveandlongtermincentive,accordingtotheexpectedcycleofemployees'motivationIntheprocessofimplementation,weshouldestablishavalueevaluationsystemaccordingtotheirposts,carryouteffectiveassessmentandincentive,andcombinethepostvalueandthesalarysystemorganically,andplaytheroleofincentivemechanismGenerallyspeaking,Shorttermincentiveismainlyadoptedinthecurrentperformancewithexpectationsofemployeesincentivemediumtermincentiveismainlyforemployeestothefuturedevelopmentofthecompany'sexpectedcontributionincentivelongtermincentiveismainlyforstaffappreciationexpectationsfortheirownhumancapitalvaluebyincentiveGenerallyspeaking,toestablishaneffectiveincentivemechanism,wemustfocusonthevalueaddedsystemofemployees'growthvalueTwo,JinguiBank:theestablishmentofincentivemechanismshouldpayattentiontoseveralissues,materialincentiveshouldbecloselyrelatedtopersonalperformance,fullyreflecttheprincipleofincentivebenefitsTherearemainlytwoformsofmaterialmotivation:oneispositiveincentive,suchaspaymentofwages,bonuses,allowances,etctwoarenegativeincentives,suchasfinesMaterialincentiveisanincentivemodeliswidelyusedwithintheenterprise,theenterpriseinthematerialincentive,topreventengageequally,accordingtotheemployee'sworkability,workattitude,effortandcreatedifferentresults,takedifferentincentive,onlylinkedtoindividualperformanceclosely,inordertofullyreflecttheefficiencyprincipleTheincentiveorenthusiasmwillseriouslyhurttheexcellentstaff,isnotconducivetothecultivationoftheinnovativespiritofemployees,manyenterprisestodevelopthe"performanceassessment","incentives"and"violationsapproach"isbasedontheseconsiderationsandsettings,materialincentivesandspiritualincentivescomplementeachotherandcombinethemorganicallyIntheprocessofencouragement,somepeoplethinkthatmoneywillhaveenergy,andtherewillbeenthusiasm,spiritualincentiveisonlyinthewater,inthemirror,flowers,goodlooking,uselessInfact,theonesidedpursuitofmaterialincentives,suchasmoney,willmakeemployeesworkformoney,nomoneydonotwork,thinking,tosomeextent,isnotconducivetocorporatecultureconstructionOnthecontrary,ifonlyrelyontheideologicaleducation,withdevotion,hardworktoinspireeveryone'smorale,goodstart,butnotforlong,longtime,everyone'senthusiasmwillcollapsedowninthefaceofstretchedincomeTherefore,thepurelyideologicaleducationwillnotplayaverygoodincentiverole,astimepasses,peoplewillbeboredTherefore,asthetwowaysofincentive,materialincentiveandspiritualincentive,mustbecomplementarytoeachother,becausepeoplehavenotonlytheneedsofthematerialaspect,andspiritualneeds,eachemployeehasahearttodotheworkwellandrealizethevalueoftheirowndesire,andhopethattheirabilitytobecast,respectedwiththerecognition,whichrequiresenterprisestoprovidetherelevantmaterialinthesameconditions,needtoconstantlyexcavateinternalspiritualmotiveofemployeesTherehavebeenanumberofinternationalanddomesticenterprisestoimprovetheincentiveeffect,theexcellentemployeestocompletetheannualtask,willputsomeoutstandingstaffrecommendedas"goldorsilvermedalsfromthestaffmember",heandhisfamilyenjoytheenterprise"goldorsilver"staffmembertreatment,sothatemployeesconsciouslytomeetthepsychologicalneedsasworktargetTherefore,enterprisesshouldcreateconditionstomeettheneedsofthestaff,sothattheycandevotetowork,andwithexcellentperformancetoreturnbusiness,onlytounderstandtheexpectationsandneedsofemployees,theimplementationofbothmaterialandspiritualincentives,canletthestaffreleasefullpotential,payattentiontoincentiveeffect,seizetheopportunitytocarryoutincentivesIntheincentive,ontheonehandtoletemployeesunderstandtheenterpriseincentivebeforethecommitment,sothatemployeesfeelmeanwhatonesays,theincentiveofsincerity,notsoemployeesdonotbelievetheideaontheotherhand,enterprisesshouldgrasptheopportunitytobecometheincentive,incentivetimely,thecashincentivesmustbefulfilledinatimelymanner,butalsotoperseveretoimplementeffectiveincentivesystem,shouldnotchangehalfway,otherwise,theincentivewilldegenerateintoadebt,tolittleeffect,willnotachievethedesiredresultsofincentiveFactshaveprovedthatanyexcessiveandtimelyincentivesarenotconducivetothedevelopmentofenterprisesandthestabilityoftheworkforceExcessiveincentivesanddelayedincentiveswillnotonlyincreasethecostofenterprises,butalsoplayareverserole,givefullconsiderationtothegroupdifferencesofemployees,andimplementdifferentialincentivesThepurposeofmotivationistoimprovetheenthusiasmofemployees,andthemainfactorsthataffecttheenthusiasmofemployeesareworkcharacteristics,leadershipbehavior,personaldevelopment,interpersonalrelationships,compensation,benefitsandworkenvironmentSuchas:~yearoldemployeeawarenessisrelativelystrong,relativelyhighinallaspectsofworkingconditionsandotherrequirements,more"jobhopping"phenomenon,andthetoyearoldemployeesbecauseoffamilyreasons,relativelystablehighereducationandpracticalexperienceofpeople,generallypaymoreattentiontoselfrealization,inadditiontomaterialinterests,theypaymoreattentiontospiritualsatisfaction,workingenvironment,workinginterest,workingconditions,andtherelativelylowdegreeofpeoplepaymoreattentiontomeetthebasicneedsofTherefore,whentheenterpriseismakingtheincentivesystem,Wemustgivefullconsiderationtothecharacteristicsofenterprisesandthegroupdifferencesofemployees,andformulatedifferentiatedincentives,wecannotgeneralizeThree,theestablishmentofincentivemechanismsstrategiesandskills,payattentiontostandardizingthebehaviorofenterprisemanagersThebehaviorofbusinessmanagersiscriticaltothesuccessofincentivesTherefore,enterprisemanagersshouldbehonestandselfdisciplined,notbecausetheirbehaviorisnotstandardandhaveanegativeimpactonemployeesWeshouldfirmlyestablishtheideaofpeopleoriented,beobjectiveandimpartial,oftencommunicatewithemployees,respectandsupportsubordinates,tocreateagoodworkingenvironmentforemployees,tomakeanexampleforthestafftoshowtheirpersonalitycharm,artmanagement,workability,fosterrespectfortheirsubordinates,soastoenhancestaffcohesionandfightingforce,learntousecareandpraisetogatherpeople'sheartsManyHRstafftendtoignoretherealreasonbehindthelowmoraleofemployeeswhentheymakeincentivesTheythinkthatthemostimportantthingforemployeesismaterialreward,butthisisnotthecaseSomeoftheresultsofoutstandingemployees,mostofthemareverysensitive,theyarenotonlytoobtainahighreward,adesiretogetmoreachievementfeelings,needstogetmorerespectandcare,especiallyatwork,whenemployeesappearnonsubjectivefaultreasonsandtheimpactofthework,theenterpriseleaderstotheimplementationofeffectivecommunicationandhelptoencouragemore,lesscriticism,andavoidotherinjury,weshouldknowhowtomotivateemployeesintheprocessneedspecialattentionandpraise,theimplementationofdifferentialincentives,weshouldpayattentiontograsptherealneedsofemployeesThemostbasicprincipleofincentivetheoryistochoosethecorrespondingincentivemeasuresaccordingtodifferentlevelsofpeople'sneedsIfyoudonotunderstandtheindividualneeds,moreincentiveswillnotplayitsdueroleTherefore,theincentivetounderstandtherealneedsofemployees,fordifferentgroupsofpeopleusingdifferentincentives,toprovideavarietyofincentiveprogramsforemployeestochoose,otherwise,littleeffectFactshaveprovedthatintheincentivemeasures,onlybyadheringtotheprincipleofdifferentiationinordertoensuretheeffectivenessofincentives,onlytakingintoaccountthedifferencesinincentives,willhavethegreatestincentiveeffect,payattentiontotheartofbalanceintheprocessofencouragementEachstepofthewaytodreamforthedirectionofworkersenteringthebusinessmustalsobesomeexpectationsbasedontheexpectationsofemployeesindifferententerprises,enterprisesmustdevelopwiththedifferenceandincentivemeasuresIntheprocessofincentiveimplementation,enterprisesmustbebasedontheprogressoftheworkofemployees,theuseofbalance,regulation,incentivedirectionandincentiveefforts,sothattheeffectofincentivestoachievethebestTherefore,inthedesignofincentiveschemes,managersshouldfullyconsiderthevariousincentivetargetturnoveroutpossiblefactors,graspthebestincentiveopportunity,avoidpaymentbehaviortooearlyortoolate,asfaraspossibletoavoidoccurrenceofexcitationembarrassingphenomenon,todesignagoodpayment,payment,paymentformnoderatioandotherparameters,toweightheincentiveeffectandtheincentivecost,trytogettheincentivetospendapenny,isfortheemployeesexpected,butalsoaccordwiththerealityoftheenterprise,sothatenterprisesandemployeesaresatisfied,grasptheincentiveskillsoffairexaminationAccordingtoAdams'stheoryoffairness,eachpersonafterreceivingtherewardwillunconsciouslycomparethepaidlaborwiththepaidrewardWhenhefeelsthattheproportionofhisrewardtohisinvestmentisequaltotheproportionoftheothers'payandinvestment,hethinksitisfairandreasonable,andhecanworkcalmlyandcalmlyOnthecontrary,therewillbeasenseofinjustice,resentment,andnegativeeffectsTherefore,theestablishmentofincentivesystem,firstofalltoreflecttheprincipleoffairness,soastostimulatethesenseofcompetitionamongemployees,sothatthedrivingforceofmotivationintoaselfmotivatedeffortsSecondly,theincentivemechanismshouldbecombinedwiththeexaminationsystem,examinationsystemneedstobechangedfromextensivetointensive,theassessmentresultsandpunishment(includingsalary,promotion,dismissalandotherlinks)linkedtosurvivalofthefittest,promotecompetition,establishcan,canunderthepersonnelincentivesystemtodotalent,ability,incentivemechanismsandincentivescombinedwiththeoccupationpressureofcompetition,theassessmentoftheJiangyoufaliefunctioncanbebroughtintofullplayOtherwise,moreincentivesystemwillbecomeawastepaperInshort,theenterprisetoestablishaneffectiveincentivemechanismandformulatefeasibleincentivemeasures,isaproblemthateveryseniormanagerscannotbeignoredJinguisilverindustry

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