The golden rule of employee's spiritual motivation

The golden rule of employee's spiritual motivation

What should employees do if their work enthusiasm is not high and their morale is not high enough? The following is the golden rule of employee spiritual motivation that I have compiled. Welcome to read!

Golden Rule 1: Employees are "relatives"

Hewlett-Packard Company of the United States is not only among the top 100 companies in the world for its outstanding performance, but also famous for its entrepreneurial spirit of respecting and trusting people.

In HP, the laboratory spare parts library for storing electrical and mechanical parts is completely open, allowing and even encouraging engineers to use it at will in enterprises or at home. HP's point of view is that no matter what they do with these parts, they can always learn by playing with them anyway. The company has no schedule and attendance, and each employee can make flexible arrangements according to his own habits and conditions. Hewlett-Packard has always spared no expense in employee training, even if it is the loss of employees.

Bill Hugh Park Jung Su, founder of Hewlett-Packard Company, said: "The success of Hewlett-Packard mainly benefits from the tenet of' attaching importance to people', which is to sincerely believe that every employee wants to be creative. I always believe that as long as we provide employees with a suitable environment, they will definitely do better. " Based on this concept, HP pays special attention to everyone and recognizes their achievements, dignity and value.

In Panasonic, one of the secrets of employing people is to trust employees. Kōnosuke Matsushita often said, "Everyone has the nature to work. If you don't let him work, he may feel relaxed and happy at first, but after a long time, he will get bored. The secret of motivating subordinates to work hard is to trust them and let them work spontaneously. Of course, this does not mean that you are indifferent to your subordinates. As a manager, you should still say what you should say, but you must pay attention to the way you speak, and don't hurt your subordinates' self-esteem when criticizing. This is what I learned in long-term practice. "

Golden Rule 2: Employees are "masters"

In the past, state-owned enterprises have always regarded "enhancing employees' sense of ownership" as the slogan to motivate employees. In fact, this also applies to foreign enterprises and domestic private enterprises, but the methods and means are different. Making employees "masters" is easier said than done. Once this is really done, employees can maximize their potential.

In order to make employees become "masters", Agilent tries to avoid layoffs. In the most difficult time of the company, they adopted the method of reducing expenses and reducing salaries for all employees. Agilent employees believe that their work contributes, their lives are valuable, and they are the "owners" of the company. Agilent teaches employees that work is not a responsibility, but a dynamic behavior. Practice has proved that the effect of attracting and retaining talents is very good, the turnover rate of on-the-job employees is very low, and the success rate of recruiting new people is very high. Agilent has two unique experiences:

First, constantly update the system of retaining talents and grasp the specific ideas of employees in time. Every employee has different ideas at each stage, and the way of motivation should be changed accordingly.

The second is to encourage and help employees to learn second skills to cope with various changes. With the change of the outside world, the nature of employees' work may change at any time. This requires effective encouragement to employees to create conditions for trying different fields. Agilent respects every employee and is responsible for their personal development.

HP's "adjacent table principle" has also greatly enhanced employees' sense of ownership. The so-called "adjacent table principle" is to encourage every employee to see what people around him are doing, whether they are in trouble, and whether they have better ways to help them solve problems smoothly. Hewlett-Packard has accurately grasped the subtle psychology that everyone wants to highlight themselves, and promoted everyone's dynamic role to a higher level. The company also has a tradition that all designers' designs are placed on the desk. In this way, any employee can walk into the office at any time, play with it unscrupulously and even criticize it. This practice has greatly stimulated employees' sense of ownership. At HP, employees care about the company as much as they care about themselves.

L 'Oré al China Branch strives to create a strong "family atmosphere" within the company. China Branch not only recruits first-class talents, but also fully integrates young people into the operation system of the whole company. Successive presidents of L 'Oré al have stressed that it is necessary to create a "family atmosphere" within the company, so that young people who have just entered the workplace can become "masters" of their own homes as soon as possible. L 'Oré al doesn't want to "bind" employees with contracts, but tries every means to enhance the attractiveness of every position in the company. The person in charge of the company said: "It is absolutely regrettable if a promising and talented young man asks to resign. However, it is actually ourselves, not him, who should be reviewed. "

Golden Rule 3: Affirm personal dignity.

Whether the personal dignity of enterprise employees can be truly affirmed often reflects the importance this enterprise attaches to human resource management. Which enterprise puts the personal dignity of employees first, which enterprise can get rapid development. There is a simple reason. Respect for others means respect for yourself.

Motorola has always taken "affirming human dignity" as its business philosophy and maintained its consistent respect for people. In Motorola, personal dignity mainly includes:

(1) Harmonious working environment;

(2) a clear personal future;

(3) Open communication channels;

(4) Sufficient privacy space;

(5) Adequate training opportunities;

(6) arrangement of peaceful resignation.

On the issue of resignation, this can especially reflect Motorola's respect for employees. The company tries to avoid layoffs. When layoffs are needed, candidates for layoffs will make choices based on employees' performance, skills and years of service. For example, employees who have served in the company for 10 years may not be included in the layoff list without the approval of the chairman and president. When employees leave for personal or company business needs, the company will also provide assistance such as arranging other jobs, helping to introduce external jobs, paying remuneration and continuing to pay certain benefits and wages. Motorola's business philosophy of people-oriented, respecting individuals, giving full play to people's potential and realizing the common development of personal values and enterprises has formed a cultural atmosphere of mutual respect between employees and enterprises and created a good working environment.

Motorola believes that the foundation of management is respect. At the beginning of the company's establishment, it formed a set of enterprise system and work style aiming at respecting people, and penetrated this concept into all levels of corporate culture. Motorola believes that respect has at least four meanings:

(1) Affirm personal value;

(2) Give special trust;

(3) create a harmonious atmosphere;

(4) Meet specific requirements.

At Motorola, all rules and regulations, key measures and major events are highly transparent. The company has set up a "speak freely" mailbox, where employees can put forward opinions, suggestions or complaints on various matters. The company often holds general manager forums, where employees can communicate face-to-face with the general manager and discuss all specific issues. The company also specially designed the questionnaire of "Affirming Personal Dignity":

(1) Is your work clear and substantial?

(2) Is your training appropriate and positive?

(3) How did you master the specific work specifications?

(4) How do you know your career prospects?

(5) Can you get the most timely feedback?

(6) Can you get the fairest treatment?

Golden Rule 4: Feel the joy of work.

The essence of life is to find a sense of satisfaction. If we can guide this kind of satisfaction into our work, we will certainly get amazing results. Shell Hong Kong regards employees as valuable assets and always adheres to the "people-oriented" management philosophy. The company believes that in order to promote the best performance of employees, they must be guided to find and feel job satisfaction. To this end, the company has taken three major measures:

(1) Increase employee participation opportunities. In order to improve cost-effectiveness, companies often invite employees from different departments to participate in different working groups for discussion. Everyone is most familiar with their own working procedures and knows how to control costs. The increase in participation opportunities has effectively stimulated the expertise and potential of employees.

(2) Stimulate the creative potential of employees. Every year, the company takes employees outdoors and tries high-altitude walking, shooting, climbing columns and other difficult activities to improve their spirituality to adapt to external changes and cultivate their quality of courage to accept challenges. The theme of outdoor activities is: "liberating the inner potential of employees." The company firmly believes that everyone has potential and encourages employees to give full play to their creativity.

(3) Designing employees' career planning. The company thinks it is very important to help employees keep a balance between body and mind. The company launched an employee development plan and cooperated with consulting companies. The scope of this service includes four aspects: professional personal consultation; Performance management consulting; Retirement counseling; Healthy living counseling. All kinds of employees are taken care of and all expenses are paid by the company. Employees can make an appointment to meet with the counselor by telephone.

The practice of Nortel Networks in Canada is: Never let an employee hold a position until he retires. The company believes that in order to stimulate the enthusiasm of outstanding talents, simple material rewards are only a temporary solution. With the passage of time, the material level of employees has improved, and the incentive effect of salary will gradually decrease. Therefore, the company pays more attention to helping employees design career development plans in motivating employees. After two years' work, employees of Nortel can get the opportunity of job rotation, which effectively stimulates their potential.

BASF's basic principle of motivating employees is that the work assigned to employees must be suitable for their work ability. Different people have different working abilities, and different jobs also need people with different working abilities. Therefore, the task of enterprise managers is to ensure that the assigned work is as suitable as possible for each employee's interest and ability. In this regard, the company has adopted six methods:

(1) Know exactly the interests of employees;

(2) Comprehensive analysis of employees' abilities;

(3) Formulate work specifications in time;

(4) objectively evaluating work performance;

(5) The system stores relevant data;

(6) Recommend relevant talents fairly.

Facts have proved that being handy at work is one of the magic weapons to make employees feel happy at work. Zou Huan of Fuji Photographic Equipment Co., Ltd. Shanghai Representative Office put it very well: "Everyone is excellent, and the key is how to put them in the right position. Fish and meat are good things, but burning them together may not be delicious. Dried vegetables are very common things, but the barbecue made with dried vegetables can reflect the delicious fusion. To a certain extent, the human resources manager should also act as a chef and pursue the maximization of benefits through complementary advantages. "

Golden Rule 5: Take advice.

Everyone has potential talents, but how to motivate them requires managers to use their brains. Practice has proved that it is a good idea to let employees make suggestions. In this respect, Toyota is the most successful.

195 1 year, Toyota Yingzhi was the general manager of Toyota Motor Corporation. He implemented the suggestion system of "creative thinking", which greatly mobilized the enthusiasm of employees. He first set up a "creative Committee" and formulated specific regulations. There are suggestion boxes and "suggestion discussion rooms" everywhere in the workshop. The scope of suggestions includes the invention and manufacture of mechanical instruments, the improvement and perfection of operating procedures, the evaluation and saving of material consumption, etc. Leaders can not only hear the opinions of the factory site, but also know the technical ability of employees in time. Employees use this system to find the fun of innovation, not only give full play to their abilities, but also feel great satisfaction.

In South Korea, most enterprises have "suggestion boxes". For example, it is clearly stipulated by five consortia in South Korea that employees of the company put forward 2 to 6 suggestions every year, and each department holds a suggestion briefing meeting once a month, which is divided into 10 after being reviewed by a special committee, and the reward for one-time adoption is 3,000 yuan to 500,000 yuan. Lexi Venus Consortium will set up "Lexi Proposal Award", "Most Proposal Award", "Best Proposal Award" and "Most Proposal Department Award" every month, quarter and year. The Samsung Consortium implements the recommendation and commendation system, with a gold award of 2 million yuan, a silver award of 6,543.8+0,000 yuan and a bronze award of 500,000 yuan. Daewoo Consortium not only set up a small "suggestion box", but also established a "telephone suggestion system", allowing employees to immediately put forward ideas by telephone, and arranged full-time staff to answer the phone and take notes. Jing Xian Consortium promises that if the proposal is adopted, the company will provide funds to be operated independently by the proposer to turn the proposal into a living reality.

Due to the timely adoption of a large number of suggestions from employees, these companies have maximized the intelligence of employees and promoted the healthy and steady development of the company.

Golden rule six: tolerate mistakes

As the first enterprise in Japan with spiritual values and company songs, Panasonic is very tolerant. The company will not take employees who have made serious mistakes seriously, but give them a chance to mend their ways. This practice has stabilized employees' thoughts and emotions, and it is really worth learning. Kōnosuke Matsushita famously said, "If you make an honest mistake, the company can forgive you and treat it as tuition. However, if it deviates from the spiritual value of the company, it will be severely criticized until it is dismissed. "

A software company takes "dare to fail" as its cultural concept. Company managers believe that in order for smart people to create and accept changes, they must be allowed to fail. First of all, change is bound to be accompanied by failure. Secondly, failure can also be the source of learning and progress. They often tell employees that it doesn't matter if they make mistakes. In their view, if employees care too much about mistakes and seek safety, they may incur greater mistakes. Not only that, they also encourage employees to adopt a "dare to fail" attitude in their work. Most employees dare to face up to their "failure" on many occasions. The president of the company said: "failure is a kind of dedication, but as long as the failure is smaller than the opponent, it will definitely win." In fact, I gradually established this idea in the process of growing up. Failure is the mother of success. No failure, no success. In this sense, without the failure of employees, there will be no success of the whole company. "

Golden Rule 7: Innovative Psychology

Success can make people feel a sense of accomplishment. If employees are given the opportunity to innovate, they will have the desire to pursue success. Encouraging employees to succeed can make full use of their innovative psychology, which is a good medicine for company management. Enterprise leaders must fully mobilize the enthusiasm of employees to make their work enthusiasm last.

IBM has implemented an ingenious system to encourage innovation. For those who have successful experience in innovation, they will not only be awarded "IBM membership", but also provide five years of innovation time and necessary material support. The main contents are:

(1) Have the right to choose ideas;

(2) Have the right to take risks;

(3) Have the right to plan the future;

(4) Have the right to benefit.

This incentive mechanism not only satisfies the innovator's psychology of pursuing success, but also makes them get effective returns; At the same time, it is also the most economical means of innovative investment.

According to relevant surveys, in today's high-tech enterprises or companies focusing on intellectual services, the top ten effective incentive factors are:

(1) Outstanding career achievements;

(2) Harmonious social relations;

(3) Passionate life emotion;

(4) generous personal treatment;

(5) Full leadership trust;

(6) Good working conditions;

(7) Harmonious family atmosphere;

(8) Adequate promotion opportunities;

(9) Prompt verbal encouragement;

(10) Special love experience.

Among these ten motivating factors, outstanding professional achievements rank first. Therefore, it is wise to arrange difficult work properly. In fact, people are generally not satisfied with a fixed simple labor.

Golden Rule 8: Shame

Domino's Pi Zha Cake Company once opened a branch in New England, and its business was very prosperous. However, due to the failure of dough, the company's supply guarantee of "delivery within 30 minutes" failed, and finally failed to win the trust of consumers. To this end, the regional manager bought 1000 pieces of black gauze for all employees to wear to show their condolences. He skillfully used "shame psychology" to motivate employees and successfully achieved the goal of putting an end to similar phenomena.

Stimulating with "shame psychology" is actually "flawless management" in crisis management. Japanese enterprises especially admire "defect-free management" and have achieved good results. As a senior manager of Toyota said, "We should not overemphasize' Total Quality Management', because this management can only reduce the shortcomings to 10% at best. If we produce 4 million cars, 400,000 people will buy a faulty car, which will surely become the biggest crisis between production and users. However, if' innocent management' is implemented, this phenomenon will be completely eliminated. "

Now, the far-ahead Japanese enterprises have gradually changed from "total quality management" to "defect-free management", which is an innovation in world production management. Compared with American enterprises, this management method of Japanese enterprises is more than 15 years ahead.

Golden rule 9: the traditional way to maintain morale

Needless to say, everyone has inertia. If you want to keep employees' morale high all the time, you must keep working. Practice has proved that the following methods can effectively maintain the morale of employees:

(1) Say hello. Greeting employees often can greatly increase the affinity with employees.

(2) talk. Talk to employees frequently, so as to understand the situation and ask for advice.

(3) praise. Give praise to outstanding employees and give appropriate encouragement to hard-working employees.

(4) training. Often carry out targeted new knowledge training to improve the professional skills of each salesman.

(5) evaluation. Set up an assessment department to evaluate the performance of all employees as a reference for reward and promotion.

(6) promotion. For those employees with mature business, they should be promoted in time.

(7) change jobs. Allow salesmen to change jobs within the company and stimulate new vitality.

(8) charging. Provide various job rotation opportunities, enrich employees' work experience and eliminate employees' sense of job burnout.

(9) orientation. Help employees establish personal development goals according to enterprise goals and link employee development with enterprise development. Constantly give them new jobs, create opportunities and a competitive environment, and enhance their confidence in themselves. In short, we should pursue higher performance and climb higher goals with employees.

(10) unification. Employees are often different in age and education, so differences in attitudes and values should be avoided. Employees' attitude, professional knowledge, work skills and health status should be regarded as the criteria for promotion. At the same time, don't rush to completely deny an employee's working ability because of his poor adaptability.

The golden rule 10: a special way to maintain morale

Relevant experts have found through research that smiling from the heart can obviously improve people's physiological state and greatly improve people's mental outlook, thus stimulating work enthusiasm and creating higher benefits.

In Ohio, USA, the subsidiary of a steel and civil distillation company was once poorly managed. The head office sent Daniel as the general manager of the subsidiary, and the face of the company changed rapidly. It turned out that Daniel posted slogans everywhere in the factory: "Please give your smile to everyone around you." He also changed the factory emblem of the factory into a smiling face. Usually, Daniel always smiles, greets the workers with a smile and asks their opinions with a smile. He can name all the 2000 workers in the factory. Under the infection of his smile, the enthusiasm of employees has been greatly improved. Three years later, the factory did not increase any investment, but the production efficiency increased by 30%.

Mark's management thought of "increasing happy atmosphere" is similar to Daniel's "smile management". Mark is the owner of a public relations company in Seattle, USA. In order to add some joy to the company, he adopted some simple and effective methods: closing the company for one day every quarter and taking all employees to the movies; Employees turn off pagers four times a year, set their mobile phones as voice mail and enjoy open-air concerts; Provide all kinds of fruits and drinks at the weekly luncheon attended by all employees; Employees are allowed to dress casually at ordinary times, and dressing the is only available when receiving customers.

Psychologist Herzberg put forward the "two-factor theory", which scientifically expounded two factors to arouse employees' enthusiasm: health care factor is a preventive maintenance factor, which can eliminate employees' dissatisfaction and thus maintain employees' enthusiasm; Incentive factors can stimulate employees' spirit, guide them to make the best performance, and enhance their enterprising spirit, sense of responsibility and sense of accomplishment.

We have reason to believe that incentives are more important than simple material benefits. In the past, if you were used to buying people's hearts with money, it would be much better to suggest that you turn to spiritual encouragement.

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