Incentive principle is one of the seven core principles of microeconomics, which means that when the income of an action rises, people (enterprises and society) are more likely to take this action, and if the cost of the action rises, the possibility of being taken will be relatively small. Motivation is the process of inspiring and encouraging people to take action towards the expected goal, and by influencing employees' needs and motives, the purpose of influencing employees' behavior is achieved. ?

Incentive principles for post-80s and post-90s employees.

Motivation includes three factors: the demand for behavioral motivation caused by some stimulus; Behavior-oriented motivation for a certain purpose; This behavior continues. For example, post-80s and post-90s employees want to be reserve cadres, which is his demand; The motivation will be hard work, dedication, responsibility and initiative; External behavior is reflected in the work of cooperating with leaders. When the company promoted him as a warehouse cadre, after the demand was met, there would be new demand ... which formed a process of constant encouragement.

Second, the post-80s and post-90s employee incentive system

There are many ways to motivate employees. The incentive system for post-80s and post-90s employees mainly includes four aspects: responsibility system, behavior system, feedback system and recognition system.

1. Responsibility system

Accountability means "employees need to know what they need to do". A manager should clearly tell his employees his job responsibilities. Taking clerks as an example, the responsibility system is mainly embodied in answering phones, sending and receiving faxes and emails, parcel delivery, receiving visitors, meeting management and so on.

2. Behavior system

Behavior system refers to "what are the requirements of good behavior standards". In practical work, the behavior system also involves the corresponding business etiquette.

Take the receptionist as an example, the behavior system is mainly embodied in answering the phone and shaking hands.

As a receptionist, the correct behavior when answering the phone is: first, answer it within the third sound after the phone rings; Second, it is not allowed to say "hello, who are you looking for"; Third, the voice should be sweet and magnetic, so that the other party will not be disgusted after hearing it.

When the received guests enter the company, the principle of the receptionist shaking hands with the guests is: ladies first, honour person first. Shake hands with four fingers instead of a tiger's mouth. The strength of shaking hands is generally two kilograms (shaking hands is light, and guests think you are insincere; Shaking hands too hard will pinch your feet. Then bow to each other and let go of each other's hands.

There are four taboos for shaking hands: first, shaking hands in tiger's mouth; second, putting your hand in the middle by sandwich method; third, wearing gloves; fourth, using your left hand (unless you have no right hand). These are the etiquette that reception clerks must master.

3. Feedback system

The feedback system refers to "how the employees perform". The employee has done a good job, and the manager should let him know. Many managers clearly know that the post-80 s and post-90 s employees are doing well, but they keep it in their hearts and don't tell their employees. This is inappropriate. Managers must give feedback to employees' work and let employees know the effect of their work.

4. Authentication system

The recognition system refers to "what employees can get from good performance". Managers should also make it clear to employees in advance what rewards they can get if they do well. For example, managers should give appropriate rewards to employees if they recognize their work achievements.

12 three kinds of spiritual motivation skills

Spiritual encouragement refers to a way to meet people's social and psychological needs through non-material means, thus stimulating people's good behavior. Spiritual encouragement is an internal encouragement and spiritual intangible encouragement, including the authorization of employees and the recognition of their work performance. Managers should master certain principles and skills when implementing spiritual encouragement.

1. The principle of spiritual encouragement

Spiritual motivation includes external motivation and internal motivation. External motivation means that the company gives employees some opportunities for promotion, reward and training. The internal motivation is my will, goal and trend. Only when external incentives and internal incentives play a role at the same time can incentives succeed.

In real work, many employees are unwilling to be promoted. If managers give employees opportunities by external incentives, employees themselves will not have this will, and incentives will not succeed. Therefore, managers should combine external incentives with internal incentives and use them flexibly to achieve the best effect of spiritual incentives.

2. 14 Common spiritual incentives

The enthusiasm of enterprise employees largely determines the work efficiency and the return on investment of enterprises, and even relates to the survival and development of enterprises. Motivation needs to vary from person to person, and the focus is on the choice of timing and method. There are 14 kinds of managers' spiritual motivation skills for post-80s and post-90s employees:

Example motivation

The power of example is infinite. Most post-80s and post-90s people like to learn from others. In the school environment, they will take the initiative to learn from a classmate with good grades. At work, managers should also adopt the method of example encouragement to encourage employees born in 1980s and 1990s to learn from excellent example employees.

Emotional motivation

The post-80s and post-90s are very concerned about emotions, and managers should put some emotional care into them. For example, managers can chat with employees, ask them about their education, marriage and birthdays, help them celebrate their birthdays, and let them feel the touching scene of their birthdays. Perhaps the employee who originally wanted to leave the company would say to the leader, "I will stay here and work for the company." This is the effect of emotional motivation.

Managers should consider the psychological characteristics of employees when carrying out emotional incentives. Employees with different blood types and personalities have completely different needs for motivation.

Praise and encouragement

Post-80s and post-90s employees are often praised and affirmed by their parents and teachers in the family environment and school environment, and also expect to be praised and encouraged by managers in the workplace environment. Similarly, excellent subordinates are also the credit of leaders and are cultivated by themselves.

Domestic managers should also learn from some foreign experiences of praise and encouragement. For example, some foreign managers often say "OK" and "Good" to make listeners happy and make themselves happy.

One minute excitation

At work, if managers see that post-80s and post-90s employees behave well, they should strike while the iron is hot to encourage them. For example, incentives such as "Xiao Zhang, yesterday's report was well done, especially comparing the data set, which has a good reference for the future development of the company" and "You have made rapid progress these days, so you should behave well" often bring unexpected work motivation to employees.

Target motivation

Post-80s and post-90s employees like to challenge their own goals, and managers should adopt different target incentives for different employees. For example, if an employee's performance appraisal reaches Grade A, he will be given a cash reward, or sign a three-year contract to help him study for a degree or MBA. Outstanding performance appraisal for three consecutive years, promoted to reserve cadres. If the employee performs well for five consecutive years, he will have the opportunity to train overseas. Setting different goals for employees to sprint, and seeing the vision and goals is also an effective incentive skill.

Honor incentive

Many companies select excellent employees, model employees, senior employees and excellent teams every year. This kind of selection will make employees feel honored. Managers should try their best to make employees appear at the company's year-end party, praise and motivate employees in front of everyone, and issue certificates, so that employees' sense of honor will be enhanced.

Interest motivation

Interest incentive is to implement different incentives according to different interests and hobbies of employees. Some employees like laptops, some employees like ipad, and some employees like to travel. Managers should adopt different incentive methods according to their different interests.

The amount of bonuses paid. Many companies like to give things or bonuses at the end of the year, and managers should think carefully when giving year-end bonuses. First of all, we should pay attention to internal fairness when issuing year-end awards, and the gap between the same positions should not be too big; Secondly, we should pay attention to external fairness, consider the surrounding environment and the bonus amount of surrounding enterprises, and avoid employees being unhappy after bonus payment.

Bonus distribution method. Open bonuses will reflect fairness, and everyone will have opinions. In addition, the company can give bonuses like this: tell employees a data, such as the company's income this year 10 billion, and be willing to give 10% to reward outstanding employees. Let everyone know the company's profits, but the specific distribution should be kept secret.

Specific projects released. Will the bonus be found on the employee card? In fact, cash is better than transferring it to an account. Of course, different levels of employees have different influences. In addition to discovering money, executives may want equity or even travel abroad, or issue shopping vouchers; The middle level may need cash or gifts; Ordinary employees may need cash more. It can be seen that different companies and different levels have different management of bonuses, which is interest incentive. ?

main points

Matters needing attention in bonus distribution:

(1) the number of bonuses;

(2) the way of bonus distribution;

③ Specific distribution items.

Increase sense of responsibility

The leader asked his subordinates to make a market research report, but because of the tight time and many contents, the employees felt pressured and refused directly. At this time, managers should enhance the sense of responsibility of employees. They can say, "Xiao Zhao, this report is of great significance to the company's strategic planning next year. If you make this report perfect and professional, leaders and bosses will read it carefully and pay attention to it. Maybe you will have a chance of promotion next year. If you make this professional report and publish it on the company's website or magazine, you will become a company celebrity, and the whole company knows you, which is good for your future development. " After listening to this, the employee was very confident and his sense of responsibility for his work increased. Therefore, when motivating employees, the methods of responsibility incentive and achievement incentive are usually more effective than cash incentive.

Self - realization

For some highly capable employees, managers always use specific methods to restrain and limit him, and he will be unhappy. The correct way is to fully empower him to do more challenging tasks and jobs, or to promote him so that he can realize more self-worth and a sense of accomplishment.

Cultural incentives

Excellent employees will be better in companies with excellent culture. Wal-Mart is one of the top 500 enterprises in the world. Due to its good corporate culture, the turnover rate of employees is very low. Beijing Tongrentang has been a prosperous enterprise since the Qing Dynasty. Its shop motto couplet is "Although the processing is complicated, I will not dare to save labor", "Although the taste is expensive, I will not dare to reduce material resources", and its couplet is "Help the world and be benevolent". It is this corporate culture that inspires employees in Beijing Tongrentang and even the whole country to be positive.

Image motivation

Image includes the personal image of leaders and model figures in the organization and the collective image of excellent teams. No matter what kind of image, it can stimulate employees' sense of honor, achievement and pride, and achieve the incentive effect. For employees who perform very well, managers can take Haier's way of encouraging employees and post photos of outstanding employees on the company's cultural wall to let everyone know their performance.

Participation incentive

Managers should give employees the opportunity to participate in discussions on management and other programs, so that employees can gain a sense of importance and accomplishment.

internal motivation

As far as internal motivation is concerned, employees should always motivate themselves. If you do well, you must repay yourself regularly. For example, after paying the completion capital and bonus every month, you should motivate yourself and give yourself some rewards.

Promotion incentive

Promotion incentive is a process that enterprise leaders promote employees from lower positions to higher positions, and at the same time give them responsibilities, rights and benefits consistent with the new positions. Promotion is an important incentive measure for enterprises, and employees with strong ability and excellent performance will be promoted accordingly.