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if you have outstanding achievements, you will be rewarded heavily or mentally.

Ten Rules of Spiritual Motivation

Golden Rule 1: Employees are "relatives"

Hewlett-Packard Company of the United States is not only among the top 1 companies in the world with 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 fully 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 as long as they play with these things anyway. The company does not have a work schedule or attendance, and each employee can make flexible arrangements according to his own habits and circumstances. Hewlett-Packard has always spared no expense in employee training, even if it loses staff. Bill, founder of HP? Hugh Park Jung Su said: "HP's success is mainly due to the tenet of" attaching importance to people ",which is to believe from the bottom of my heart that every employee wants to be creative. I always believe that as long as employees are provided with a proper environment, they will certainly do better. " Based on this concept, HP pays special attention to everyone and recognizes their achievements, dignity and value.

golden rule 2: employees are "masters"

in order to make employees "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 and their lives are valuable, and they are the "owners" of the company. Agilent educates employees not to regard work as a responsibility, but as 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's specific experience has two points: First, it constantly updates the system of retaining talents and grasps the specific ideas of employees in time. Every employee's idea at each stage is different, 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 and creates conditions for trying different fields. Agilent respects every employee and is responsible for their personal development.

golden rule 3: affirm personal dignity

Motorola has always taken "affirm personal dignity" as its management philosophy and maintained constant respect for people. In Motorola, personal dignity mainly includes: harmonious working environment, clear personal future, open communication channels, sufficient privacy space, sufficient training opportunities and peaceful resignation arrangements. On the issue of resignation, it can especially reflect Motorola's respect for employees. The company tries to avoid layoffs as much as possible. When layoffs are necessary, the candidates for layoffs will make choices based on employees' performance, skills and service years. For example, employees who have served in the company for 1 years may not be included in the list of layoffs without the approval of the chairman and president. When employees leave due to personal or company business needs, the company will also provide assistance such as arranging other jobs, helping to introduce outside jobs, paying compensation and continuing to pay certain benefits and wages. Motorola's business philosophy of people-oriented, respecting individuals, giving full play to human 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 infiltrated this idea into all levels of corporate culture. Motorola believes that respect has at least four meanings: affirming personal value, giving special trust, creating a harmonious atmosphere and meeting specific requirements.

golden rule 4: feel the joy of work

the essence of life is to find a kind of satisfaction, and if we can guide this satisfaction to work, we will certainly get amazing results. Shell Hong Kong regards employees as valuable assets and always adheres to the management concept of "people-oriented". The company believes that in order to promote employees' best performance, they must be guided to find and feel job satisfaction. To this end, the company has taken three major measures: (1) increasing employees' participation opportunities. In order to improve cost-effectiveness, the company often invites employees from different departments to participate in different working groups, and everyone will discuss with them. Everyone is most familiar with their own working procedures and knows best how to control costs. This 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, column climbing and other difficult activities to improve their spirituality to adapt to external changes and cultivate their quality of being brave in accepting challenges. The theme of outdoor activities is: "liberating the inner potential of employees." The company is convinced that everyone has potential and encourages employees to give full play to their creativity. (3) Design the career planning of employees. The company believes that it is very important to help employees keep a balance between body and mind. The company launched an employee development plan and cooperated with a consulting company. The scope of this service includes four aspects: professional personal consultation; Performance management consulting; Retirement counseling; Healthy life counseling. All kinds of employees are taken care of and all expenses are paid by the company. Employees can make an appointment by telephone to meet with the counselor.

golden rule 5: take suggestions

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 regard, the most successful one is Toyota. In 1951, toyoda eiji became 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, and 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 degree of 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.

golden rule 6: tolerate mistakes

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

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 employees' innovative psychology, which is a good medicine for company management. Business leaders must fully mobilize the enthusiasm of employees and make their enthusiasm for work last for a long time. IBM has implemented an ingenious system to encourage innovation. For those who have successful experience in innovation, not only "IBM membership" is granted, but also five years of innovation time and necessary material support are provided. The main contents are: the right to choose ideas, the right to take risks, the right to plan the future, and the right to obtain benefits. This incentive mechanism not only satisfies the innovators' psychology of pursuing success, but also makes them get effective rewards; At the same time, it is also the most economical innovative investment means.

Golden Rule 8: Shame

Domino Pi Zha Cake Company once opened a branch in New England, and its business was very prosperous. However, due to the failure of the dough, the company's supply guarantee of "delivery within 3 minutes" fell through, and finally failed to trust consumers. To this end, the regional manager bought 1 pieces of black gauze for all employees to wear to show their condolences. He skillfully used the "shame psychology" to motivate employees and successfully achieved the goal of putting an end to similar phenomena. Using "shame psychology" to motivate 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 kind of management can only reduce the shortcomings to 1% at best. If we produce 4 million cars, 4, people will buy a faulty car, which will surely become the biggest crisis between production and users. However, if' flawless management' is implemented, this phenomenon will be completely eliminated. "

golden rule 9: a routine way to maintain morale

it goes without saying that everyone is lazy. If you want to keep the staff's morale high all the time, you must work persistently. Practice has proved that these methods can effectively maintain the morale of employees: hello, heart-to-heart, praise, training, assessment, promotion, job change, charging, orientation and unity.

golden rule 1: a special way to maintain morale

relevant experts have found through research that smiling from the heart often 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, a 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 enterprise 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 is always smiling, greeting the workers with a smile and asking for their opinions with a smile. He can name all the 2 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 3%. 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 the employees to the movies; Employees turn off their pagers four times a year and set their phones to voice mail to enjoy open-air concerts; Provide all kinds of fruits and drinks at a weekly luncheon attended by all employees; Employees are allowed to dress casually at ordinary times, and only when receiving customers do they have a uniform dress code.