Only by motivating employees can they play their higher potential. Here I bring you effective ways to motivate employees. Welcome to read, I hope it will help you.
First, material incentives.
The so-called material incentive refers to linking people's work performance with remuneration through reasonable distribution methods, that is, according to the principle of distribution according to work, the difference in distribution quantity is used as reward or reward to meet people's demand for material conditions, thus stimulating people's greater enthusiasm for work.
1) basic income incentive
It is the basic source of living expenses for restaurant waiters, and salary is the most important part. There are two ways to use salary as an incentive: one is to use salary to reflect the contribution and professional level of waiters, to encourage waiters to make more contributions and learn more business in order to get corresponding remuneration; Second, reform the wage system, adopt the principle of wage promotion and preferential treatment, and floating wages as incentives.
2) Bonus incentive
Theoretically speaking, bonus is a reward for overtime. However, in reality, many restaurants turn bonuses into an additional part of wages, and do not play the role of "giving extra rewards for encouraging performance at work".
3) Welfare incentives
The restaurant is responsible for the construction of basic living facilities outside the work of waiters, such as housing, gas, etc. At present and for a long time to come, welfare facilities, social insurance, free medical care and other services are not socialized. Some large welfare projects, such as housing, gas, incentive travel, outbound sightseeing, etc. , is still widely used as an incentive in the business community.
As an incentive, large-scale welfare conditions that must be obtained in stages should be attractive, usually in the form of accumulated achievements and contributions, and can only be given after reaching a certain level. For example, the integral system and the assessment coefficient integral system.
4) Other material rewards
In addition to the above-mentioned material rewards, waiters who have made inventions, made significant contributions or made outstanding achievements in a certain period of time to make up for or avoid major economic losses can also be given large bonuses or higher-value in-kind rewards.
Second, spiritual reward.
Restaurant waiters love the team and glow with enthusiasm for work, which is an important measure to do a good job of spiritual encouragement. Spiritual encouragement can meet their spiritual needs and make restaurant waiters more actively involved in their work.
1) growth incentives
Managers should create more opportunities for restaurant waiters to give full play to their talents and help restaurant waiters find opportunities to give full play to their talents in ordinary work. In addition, it is to comply with the desire of restaurant waiters to realize themselves, help solve the problem of their lack of ability, actively provide them with various opportunities to acquire knowledge and grow their talents, and cultivate and strengthen the self-confidence of restaurant waiters in their work.
Growth (talent) incentive forms usually include; Take advantage of various opportunities to selectively send restaurant waiters to colleges and training centers at all levels for study; Send them to study at home and abroad for further study; Restaurant waiters will be given corresponding titles in time after gaining certain abilities through further study.
2) Care and encouragement
Managers should know as much as possible about all aspects of restaurant waiters, such as physical condition, family difficulties, physical condition of relatives, personal willingness to work, ability, commuting and convenient transportation. And often give care and necessary help, so that the restaurant waiter will feel that the superior does not regard himself as a work machine, but truly respects himself. This kind of motivation has a positive, strong and lasting effect on the feelings of restaurant waiters, and can have a positive and effective impact on cultivating the enthusiasm and good motivation of restaurant waiters.
3) Image motivation
Restaurant waiters have high expectations of the manager. The image of managers can be respected and trusted, and the enthusiasm of restaurant waiters can at least be guaranteed; If managers are regarded as selfish, cronyism and unfair, the enthusiasm of restaurant waiters will be greatly weakened. It is impossible to mobilize the enthusiasm of restaurant waiters by power control. Only when the manager's behavior is psychologically recognized by the restaurant waiter will people be willing to follow the enterprise. Only by following those honest and fair managers who are dedicated to the public, can restaurant waiters ensure their own interests, be rewarded for their efforts, be recognized and respected, and have a real future. No restaurant manager should ignore his image motivation.
4) Honor incentive.
Honor incentive is to give an honorary title to restaurant waiters who have made outstanding contributions, so as to improve their work enthusiasm and sense of responsibility and obligation for restaurant work. Encourage waiters who have not won the honorary title to make progress and strive for recognition and respect from catering enterprises with excellent results.
Honorary titles in the restaurant include: excellent waiter, smiling ambassador, service star, spiritual civilization pacesetter and top ten waiters.
When awarding the honorary title, we should pay attention to:
A the winner of the honorary title must have outstanding achievements and be recognized by the masses.
B the selection criteria are clear, the facts are sufficient, and the masses can participate in the selection and are willing to accept it.
C. Before and after the selection of honorary titles, vigorously publicize and hold ceremonies to expand the influence.
D. honorary titles should also be linked to material interests and reputation, so that the incentive effect will be more ideal.
5) Promotion incentives
Promotion refers to giving a certain position or promotion. Promotion shows that personal value is appreciating, and individuals have to bear more important burdens and responsibilities, which will also bring higher social status and reputation.
Promotion is equal to all restaurant waiters and opportunities, which makes promotion a goal that everyone can pursue and plays an incentive role.
6) Goal motivation
The goal is the specific purpose requirement, and the restaurant's goal system includes the overall goal, departmental goal and personal goal, which should be consistent from top to bottom. In addition, the goal arouses attention:
A. The objectives at all levels are clear and specific, closely related to the waiters, and inspiring.
B. the goal is scientific and reasonable, and people can achieve it through hard work.
C. Goals should be phased to make incentives timely.
D. After achieving the goal, the part related to personal interests should be cashed in time, so that the incentive can really play a role.
7) Fate * * * same body incentive
Restaurant and waiter have the same goal, mutual dependence, mutual recognition and mutual integration. The prestige, status, benefit and future of the restaurant are closely related to the personal interests of the waiters. For the prosperity of the restaurant and for their own future, waiters will actively fight against the fate of the same body.
Fate * * * and Hugh incentive have the following contents:
A. always instill the concept of fate in the waiter.
B. Implement democratic management, try to let waiters participate in all decisions, and establish waiters' status as masters.
C. create a good restaurant culture and shop atmosphere, so that waiters feel comfortable working in the restaurant.
D. Managers at all levels and personal rules influence their subordinates with their sense of responsibility for the restaurant and their common destiny with the restaurant.
E. support subordinates at work.
F. Support subordinates at work and help them solve problems.
G. care about waiters in life and do practical things for subordinates.
H. Carry out various forms of collective activities to make waiters feel the warmth of the group.
First, communicate ideas and feelings with subordinates.
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