Ma Yun said that there are only two reasons for employees to leave: money, not given in place; heart, wronged. Sometimes, even if the salary is increased, the performance and working condition of employees are not improved accordingly, and the overall atmosphere of the company remains the same. What's more, per capita efficiency and team performance have declined. Is there a deviation in the ways and means of motivation, or does the leader not understand the employees' heart at all?
Security vs crisis
The classic Maslow's theory of needs divides human needs from low to high: physiological needs, security needs, belonging and love needs, respect needs and self realization needs. In addition to the pursuit of material rewards such as money, employees also have spiritual needs such as sense of security, sense of belonging and interpersonal relationship. The improvement of production efficiency depends on many factors including the level of enterprise management and leadership. It seems that everyone knows the truth, but today, a century later, the problem of employee motivation is still a big problem that plagues many enterprises, and many employees are still dissatisfied.
A senior trainer said: "once, I went to give a lecture to a cadre of a large-scale private enterprise, and a boss with a million yuan annual salary of the business department said to me:" you are still free, I don't have much sense of security. " Later, I found that on the bulletin board of the office building, there were two punishment notices: the deputy general manager of a business department was reduced to the director of the technical department for failing to achieve the annual performance goal; the other director, due to improper handling of a technical accident, was fined 2000 yuan and recorded a demerit. The two notices are 10 days apart. So, what's the impression of employees at all levels when they deal with executives frequently and aggressively? What is the company's credibility? If there is no sense of security in senior management and employees, what is the sense of security in customers, suppliers, shareholders and even bosses? "
Employees' sense of security, in addition to the needs for personal safety and working conditions, also includes the needs for promotion space and interpersonal relations. The lack of security is likely to lead to self-defense, defense, escape or rebellion and other psychological and behavior. The rules and regulations, occupational security and welfare insurance of enterprises can meet their basic sense of security, but if they want to further improve their performance, they can't just rely on the increase of wages.
Zhang Hongjiang, chief technology officer of Microsoft's Asia Pacific R & D group, said one of his once optimistic employees offered to resign. It turned out that although the employee recognized the current treatment, he was still worried about the "development engineer" who remained unchanged for three years on the business card. Zhang Hongjiang launched an investigation and found that many employees believed that becoming a department leader was the "future of career development". Few believed that it was also a good career path from ordinary technicians to senior architects.
Zhang Hongjiang strives to transform employees' sense of insecurity into opportunities for organizational and personal progress. "Our approach is facilitation," he said. One is to take advantage of various opportunities to invite senior developers and software architects from headquarters to hold training lectures to explain the fun and Prospect of technology development. The second is to introduce Microsoft's mentor system. Third, a competition is held to stimulate the technological innovation of developers. You can turn an innovative idea into a demonstrable solution, and you will have the opportunity to put it into the market after the review. "
Through "Turning Crisis into safety", employees can not only improve their skills, but also get emotional support. Does not the enterprise also benefit?
Sense of belonging vs sense of independence
After entry, employees will experience the process of adaptation and identification to work content, leadership style, interpersonal relationship, salary and welfare, business philosophy, code of conduct and corporate culture. Through continuous running in with each other, their sense of security and satisfaction gradually increase, and finally form a sense of belonging to the whole team. This sense of belonging can continuously enhance employees' sense of responsibility and loyalty, fully mobilize individual enthusiasm, and ultimately create great value for the enterprise.
The cultivation of sense of belonging is a long-term process. As a kind of conceptual identity and ideological dependence on their own organizations, the sense of belonging is a kind of conscious tendency that individual value relationship depends on the organization. The strong corporate culture can realize the highly organized employees and enhance their loyalty. But too strong and extremely unified corporate culture may derive inertia and rigidity, which to some extent infringes the individual independence needs of employees. With the rapid development of modern society and the ever-changing market environment, what kind of "sense of belonging" will not become "shackle" for knowledge-based employees, peripheral brain trust talents of enterprises, talents with special talents, and top managers who are independent? How to not only comply with the value demands of people-oriented management, but also promote the display of employees' subjectivity and potential?
A senior employee who has worked in a foreign-funded enterprise for more than ten years exclaimed: "I don't want to be the enterprise's" repeater ". I want to live a real self. Even though the salary is temporarily low, I am eager to have a platform to give me the opportunity to think independently and solve problems. Of course, I also hope that my life plan will not be changed frequently due to overtime. "
It is very important to keep the balance between the independence of employees and the harmonious development of corporate culture. Besides, different incentives should be built on the basis of the company's health. How can we attract gold phoenix without Wutong tree?
Sense of achievement vs self transcendence
Is the man with the most salary necessarily the happiest? Accompanied by