Books on corporate employee motivation methods

Books on motivation methods for corporate employees

Books on motivation methods for corporate employees. As a manager, you must learn to motivate employees correctly and stimulate their initiative, so that you can manage better. There are some books on the market that can help you understand how to motivate employees. Let me give you a brief introduction to books on motivation methods for corporate employees. Book 1 on motivation methods for corporate employees

1. "12 Must-read Articles on Employee Management"

Employee management is always full of various challenges: How to truly motivate employees? How to manage problem employees? How do you build teams that are more effective than their combined counterparts? The answers to questions like these can be elusive and often confusing—even for experienced managers.

"12 Must-Reads on Employee Management" is the only work in the 12Reads series of training materials that focuses on personnel management. With it, employee management should be simple and surprisingly efficient.

P.S. "12 Must-read Employee Management Books" is the most classic employee management book I have ever seen, no one! Therefore, it is recommended at the top of the list. It is recommended that you read this "12 Must-read Employee Management Articles" before reading other books. Regarding employee motivation, this book also has very in-depth and simple explanations.

2. "Getting Out of Misunderstandings in Salary Management"

The whole book is guided by real corporate consulting salary issues. Help enterprises face up to and think about the misunderstandings and problems existing in salary management: Misunderstanding 1: Salary fails to support strategy Misunderstanding 2: Treating headaches and footaches, lack of systematic thinking Misunderstanding 3: One-sided understanding of equal pay for equal work Misunderstanding 4: Misunderstanding that it is difficult to objectively and fairly evaluate Misunderstanding 5: Misunderstanding that high salary means high incentives Misunderstanding 6: Lack of basis for determining individual employee compensation Misunderstanding 7: Lack of later operation, maintenance and adjustment of the compensation system Misunderstanding 8: Long-term incentives cannot produce long-term effects "Getting Out of Compensation Management Misunderstandings ( Based on many years of consulting experience, the author provides targeted analysis and solutions to these eight common misunderstandings, and constructs a set of systematic compensation system solutions to help Salary management has become the core link that truly connects enterprises and employees.

3. "Seven Keys to Mobilizing Employees' Motivation: Kazuo Inamori's Management Questions and Answers"

Mobilizing employees is an unavoidable issue in business operations. No matter how hard an operator works, his personal energy is limited. If he wants the company to continue to grow and develop, he must mobilize the inner enthusiasm of all employees, work together, and strive for progress. This book introduces the seven keys to motivating employees in Kazuo Inamori's business philosophy.

4. "Encouragement"

In this book, success expert Brian Tracy summarizes his decades of experience and provides suggestions for business management. The authors show how to motivate employees, enable them to work with passion, and achieve high performance. Although this book contains a lot of theoretical content, it is also equipped with practical actions. Moreover, even if it makes sense, it is not an empty truth. It is indeed a true insight and a system.

5. "1001 Ways to Reward Employees"

The book "1001 Ways to Motivate Employees" contains a variety of Golden idea. The practitioners of these ideas use some very simple methods to make company management easier.

In this book, Bob does not use new theories, models, or paradigms, but provides us with an insight into some of the most effective motivational techniques. These techniques are the essence of management techniques being used throughout the United States today. He pointed out the crux of the problem sharply. He gives us ideas that not only have worked for others, but they will definitely work for you too. If you take the time to try it, you'll know it's true. Motivating your employees just got easier with this book from Bob Nelson!

Book 2 on motivation methods for corporate employees

There are very few books on employee motivation. I have read basically all the books I can find on the market. The one that impressed me the most is " 12 Must-Reads on Employee Management" book.

"12 Must-read Articles on Employee Management" abandons traditional theoretical preaching, pays more attention to practice, and truly achieves the "unity of knowledge and action". In addition, what is commendable is that this book also covers all aspects of corporate employee management. It has high practical and reference value for business owners, team leaders, and managers.

I learned a lot of employee management and motivation skills from this book. After reading the book and looking back at the path I have taken (five years of management experience), I discovered many of my previous practices. It turned out to be all wrong. If you know your mistakes and can correct them, there is no greater good. I think it is of great significance to many managers to be able to adjust their management methods at the right time.

The book "12 Must-Reads on Employee Management" brought me a brand new concept and way of looking at problems. Today I just take this opportunity to summarize my motivation for employees in so many years of management work. Some opinions and insights.

These insights are roughly divided into two parts. One is the commonly used motivation methods in my opinion, and the other is a summary of employee motivation work. These are just some of my crude personal opinions. If you want to truly and completely master the art of employee motivation, I recommend you to read "12 Must-read Employee Management Articles".

Eight commonly used non-material motivation methods.

(1) Role model motivation

Role model motivation means that managers select individuals or groups that have advanced practices and outstanding achievements in achieving goals, affirm and praise them, and require other members of the team to Members learn from them, thereby motivating both the motivated person and other team members.

Who does the role model inspire? Many managers believe that role models inspire others other than the role models. This understanding is biased. Role model motivation first motivates the role models themselves, and then other members other than the role models.

Why do you say that? Role model motivation is essentially status motivation, and role model is a symbol of status. What kind of identity requires what kind of behavior, and behavior and identity must match. For example, to be a civilized and good driver, you must comply with civilized driving standards.

The specific steps for managers to implement role model motivation are as follows:

Look for benchmarks and set examples. A role model is a banner that gives people a direction and a goal to learn, and can play a huge motivating role. The role models that managers choose within the team should be employees with outstanding achievements, high moral character, and decent styles.

Establish channels and publicize widely. Why choose him as a role model? What did the role models do? Managers must promote role models to their employees through various channels.

Role models inspire and generate motivation. Give role models enviable rewards, including material rewards and some special treatment. I have a client who allows the company's outstanding employees to enjoy benefits that only company customers can enjoy. For example, outstanding employees can use shoe shine machines, restrooms, etc. specially prepared for customers.

When managers use examples to motivate employees, they should pay attention to the following matters:

Examples must withstand scrutiny. The deeds of role models must be based on specific facts, so that they can be recognized by everyone and serve as an example to employees.

Guide employees to treat role models correctly. Role models are not perfect, and they also have shortcomings. Employees should be guided to focus on the strengths of role models rather than their shortcomings.

Care about the role model’s own growth. Role models themselves need to grow more, and humble role models can radiate inspiring vitality.

(2) Emotional motivation

Emotional motivation refers to providing employees with emotional satisfaction through strengthening emotional communication, thereby stimulating employees' work enthusiasm.

The news that Wu Qi, the victorious general of the Warring States Period, sucked out the pus from the soldier's wound reached the soldier's hometown, and the soldier's mother burst into tears after hearing this. The neighbor felt puzzled and asked: "The general personally sucked the pus for your son. Instead of being moved, you were so sad. Why?" His mother replied: "The general also sucked the pus for his father. After his father recovered from his injury, he fought bravely. After killing the enemy, he died on the battlefield soon. This time he sucked the pus for my son, and his life was about to end."

Wu Qi used emotional encouragement. In order to strengthen emotional incentives, managers must go deep into front-line employees, exchange ideas, communicate feelings, and enhance mutual understanding and trust.

Managers should grasp three key points when using emotional motivation:

Respect employees. Everyone desires respect in their heart, and respect is a basic human need. Managers' respect for employees should not be just words, but should be reflected in specific behaviors - respecting employees' choices, respecting employees' creations, respecting employees' labor, and maintaining employees' self-esteem.

Trust employees. Managers' trust in employees can make employees truly feel the existence of their own value, and then gain a source of motivation to work hard. We must trust employees from the bottom of our hearts and believe that they will do a good job; we must learn to delegate power appropriately and let employees do their jobs.

Care and support employees. Managers should pay attention to employees' work and life, pay attention to changes in employee behavior, actively do practical things, do good deeds, solve problems for them, and encourage and help employees to do their daily work.

(3) Praise and Incentive

Praise and Incentive, also known as Praise Incentive and Recognition Incentive, refer to managers’ recognition of employees’ outstanding performance and daily excellent behavioral performance, thereby motivating Employee work motivation.

Deep down in everyone’s heart, they long for recognition. Affected by traditional culture, most people are reluctant to praise others and believe that praising others is devaluing themselves. This leads many managers to blame their employees more than to praise them.

How can praise and motivation be effective? There are three ways: one-to-one motivation, one-to-many motivation, and back-to-back motivation. One-on-one is when the leader praises employees individually; one-to-many is the so-called public praise; back-to-back is when employees are recognized through a third party.

Back-to-back is the highest level of praise and motivation.

I remember one time when I was doing training in a company in Foshan, the company boss Mr. Li held my hand affectionately and said: "Teacher Tony, I finally met you today. Your instructor spoke very highly of you. "High, he thinks your teaching level and ability to do projects have surpassed him." When I heard this sentence, I felt very comfortable. No conditions were mentioned, and I worked for him for two years without any regrets.

When managers implement praise and motivation, they must grasp two key points:

The message of praise must be specific. Compliments that say you did a good job have no motivating effect because the message is not specific. "Xiao Wang, your statistics are very good this time, which gave me a clear and thorough understanding of the company's overall operations." This way the information will be more specific.

Praise form is more important than content. What is form over content? The way you express it is more important than the content itself. You tell your employee, "You did a great job," and at this point, you have a deadpan look on your face. When employees hear this sentence, they don't know whether you are scolding them or praising them.

(4) Target motivation

Target motivation means that managers stimulate employees’ motivation by setting goals for employees, guide employees’ behavior, and make employees’ personal goals closely related to organizational goals. to stimulate employees' enthusiasm, initiative and creativity.

There is a motive behind the behavior, and human behavior is purposeful. Whether the behavior is purposeful or not, the results are very different. Generally speaking, behavior without purpose has no results. Only behavior with purpose can achieve satisfactory results. Any behavior is to achieve a certain goal.

For goal motivation to produce good results, three problems must be solved:

The goal is achievable. Managers set goals for employees. If the goals are too low or too high, they will have no motivating effect. Goals that can be achieved through employees' efforts are motivating. Telecommunications companies once had an assessment target for prefecture-level companies: to control the arrears rate within 1.5%. However, all local and municipal companies failed to achieve this goal, causing local and municipal companies to directly abandon the target.

Goals must be recognized. The goal must be fully communicated with employees so that both parties reach a common understanding. Only when goals are recognized by employees will they be willing to work hard and find ways to accomplish them.

The benefits must be realized. Some managers only talk about goals and not about benefits. Employees will resist such goals. Goals alone cannot motivate employees. The results of goal achievement must be linked to the benefits that employees can obtain. Benefits are promised to employees, and as long as the goals are achieved, managers must deliver the benefits according to the rules of the game previously established.

Once the goals are agreed upon by both parties, managers cannot lower the goals just because employees report difficulties in achieving the goals. The consequence of this is that the seriousness of the goals is lost. Instead of lowering goals, managers should consider changing the rules of the game for goal assessment and motivation.

As mentioned earlier, the inability to achieve the goal of arrears of telecommunications companies' rates has led to companies in various cities and towns giving up on this goal. Why did local companies give up? According to the provincial company's assessment rules, no points will be awarded if the arrears rate exceeds 2%, in other words, there is no performance. During the target result assessment, if the arrears rate of every prefecture-level company exceeds 2%, it doesn’t matter whether it is 2.5% or 3%. According to the assessment rules, the performance will be zero. This is why municipal companies across the country are giving up on their goals. Once the person responsible for the goal gives up on the goal, the goal will never be achieved.

How to let the responsible person find a way to complete the goal instead of giving up the goal? I gave the provincial company a suggestion: change the rules of the assessment game and provide incentives based on rankings. Under this incentive model, even if you do not complete the set goals, as long as your goals are completed better than other companies, you can get rewards. The advantage of ranking incentives is that no matter what the goal completion result is, there must be a first place and a last place. This target assessment and incentive model gives hope to those responsible for the target and produces a powerful motivational effect.

(5) Interest motivation

Interest motivation means that managers arrange employees’ work content according to their personal interests and hobbies, thereby motivating employees to work automatically and spontaneously. The spirit of mahjong in life is the best interpretation of interest stimulation. The mahjong spirit has the following characteristics:

Be always available and never procrastinate. I have a friend who every time he hears his ma friend calling "three missing one", no matter what things are at hand, as long as he can spare the time, he will be on call and never procrastinate.

The environment doesn’t matter, just concentrate on it. There is something unsatisfactory about the working environment. We always hear employees complaining about being too tired, too dirty, too noisy, too hot, etc. Playing mahjong is different. As long as you can play mahjong, even if the mosquitoes and flies are buzzing around and the dust is flying, mahjong players will never complain and are very devoted.

Don’t complain about the other person, reflect on yourself. In our daily life, we often hear mahjong players saying: "Oh, why am I so unlucky? What bad cards did I play? What a bad luck!" Some mahjong players even cursed and slapped themselves.

Never admit defeat and start over. When encountering difficulties and setbacks at work, most people choose to give up and escape. When a mahjong player loses, his fighting spirit will not be affected, and he will not give up easily no matter how he loses.

In 2014, I went to Great Wall Development for training. At that time, Great Wall Development required employees to rotate jobs regularly in order to discover their interests at work. The company has a warehouse keeper who needs to be rotated to other positions. The warehouse keeper is at a loss. After communicating with the employee, the manager discovered that the employee liked to work in warehouse management. The happiest thing in life was to do the job he liked. He hoped to work in the warehouse management job until he retired. Warehouse management is the employee's passion.

Managers should be good at discovering employees’ points of interest:

What to do so that employees don’t feel tired. Some people can watch data for a whole day without feeling tired, and some people can watch football all night long without feeling tired. What they do makes people not feel tired. That is where their interest lies.

What to do to make employees not care about rewards. Some people like the feeling of being on stage. If you ask them to be the host, they will be happy even if you don't pay them. When a person is doing something that interests him, he cares more about the thing itself rather than the rewards it brings.

(6) Participation incentives

Participation incentives refer to managers creating and providing opportunities for employees to participate in enterprise management. Through participation in the process of enterprise management, employees can show their intelligence and talents and motivate them. Employees create value.

In March 2004, Fujian Jinjiang Fuyuan Food Co., Ltd. held a company strategy seminar. In addition to the participation of middle and senior managers, the company also selected employee representatives. The Human Resources Department is a newly formed department, and its employees are all newly recruited college students. One of the college students was selected as an employee representative to speak at the strategy seminar on behalf of the Human Resources Department. Through this initiative, the employee was greatly motivated.

In May 2004, all the other five college students in the department took leave to go back to school to prepare their graduation thesis, but the student who participated in the company strategy seminar remained at his job.

Why does the student always stick to his post? The student's opinions in the strategy seminar were adopted by the company, and the student's requirements and desires to participate in management were met. To this end, he was willing to work harder than others. This is a typical example of participation incentives.

To achieve good results in participation incentives, two core essentials need to be mastered:

Managers build a platform for participation in management. In daily management, managers can hold seminars on company and department issues regularly or irregularly, and encourage employees to contribute ideas and suggestions through seminars and other participation platforms.

Any opinions of employees should be respected. When employees express their opinions, some managers like to comment on the spot based on their own preferences. These practices are typical signs of disrespect for employees’ opinions. When employees raise their opinions, managers should not interrupt employees' conversations. Even if employees' opinions are problematic, managers should not criticize them in public. If the employees' opinions are not adopted, it is best not to say that the opinions are bad, only that the company does not have the conditions for implementation. Otherwise, participating in corporate management will not bring a sense of accomplishment to employees, and participation incentives will not be realized.

(7) Promotion incentives

The enterprise's promotion system has two major functions: selecting outstanding talents and motivating existing employees. Promotion motivation is the process in which managers promote employees from lower-level positions to new and higher positions, and at the same time give them the responsibilities, rights, and benefits consistent with the new positions.

Everyone has a need for growth, and promotion incentives can effectively meet this need.

The lack of promotion paths is a problem that many companies have in terms of promotion incentives. First of all, promotion incentives must standardize the promotion path. Standardizing the promotion path means standardizing the future promotion direction of the position. For example, the next promotion direction for a clerk position is to senior clerk; the next promotion direction for an engineer position is to chief engineer. Standardizing the promotion path is to divide all positions in the company into several job groups, and each position can be gradually promoted within its own position group.

Secondly, promotion incentives must establish a promotion ladder. The promotion ladder indicates how many positions there are on each path and how they are distributed. For example, clerks can take the administrative affairs class, engineers can take the technical class, managers can take the administrative class, marketers can take the sales class, etc. Taking sales as an example, sales staff positions are divided into account directors, senior account directors, account managers and senior account managers. Each position is graded and a promotion ladder is established.

Thirdly, promotion incentives must set promotion standards. Standardizing promotion paths and establishing promotion ladders does not mean that employees can be promoted based only on their working years. Promotion depends on whether the employee meets the promotion standards for the position. Promotion criteria include:

Job qualifications, including academic qualifications, major, professional years, years in the same profession, years in equivalent positions, etc.

The ability requirements of the position are the abilities needed to adapt to the position.

Performance requirements, that is, the performance standards required to be promoted to this position.

Finally, promotion incentives should establish a salary that matches the promotion position. Some companies have job paths, promotion ladders, and job promotion standards for promotions, but the salary gap between the ladders is too small, which greatly reduces the effectiveness of promotion incentives. Promotion incentives must establish remuneration that matches the promoted position.

When implementing promotion incentives, attention should be paid to the following three aspects:

Promotion incentives must include both upward positive incentives and downward negative incentives. Promotions that only provide upward positive incentives can easily create inertia among employees. Establish negative incentive standards for downgrades, and those who meet the downgrade standards must be demoted downwards, so as to ensure the flexibility of the promotion incentive mechanism.

Equal opportunity. The rules of the promotion game must be transparent. As long as employees meet the promotion conditions and pass the assessment, every employee should be given equal opportunities for promotion. Only the fairness of the rules can create greater incentives.

Combination of "ladder promotion" and "exceptional promotion". "Ladder promotion" is a promotion that can avoid blindness and is highly accurate for most employees. However, special and extraordinary talents should be promoted in an exceptional manner so that rare and outstanding talents will not be lost.

(8) Honor incentives

Honor incentives refer to linking employees’ work performance with promotion, promotion, advanced evaluation, model selection, etc., based on this, giving certain rewards An honorary title to motivate employees through honorary titles.

Maslow believes that self-actualization is the highest level of human needs. Honor incentives are the ultimate means of motivation. From the perspective of human motivation, everyone has the need for self-affirmation and striving for honor. Giving necessary honors to advanced and representative employees who have outstanding performance and let them realize their own value is a very effective spiritual motivation method.

In terms of honor incentives, IBM has established the "100% Club". Employees who complete their annual personal tasks will be approved as members of the club, and employees and their families will be invited to attend the company's grand gatherings. Through this incentive method, the company's employees make it their first goal to become a member of the "100% Club" in order to obtain this honor.

Honorary incentives are an important means of effective motivation. Specific measures include:

Carry out evaluation activities for outstanding employees. At the end of the year, most companies have outstanding employee appraisal activities.

Give employees performance-based competitive honors. For example, best management coach, best service champion, best sales champion, best payment champion, etc.

Issuing internal certificates or letters of appointment. China Railway Third Bureau Guangdong Engineering Co., Ltd. will issue a letter of appointment to the internal trainer.

Motivate employees with the Wall of Honor and Corporate Yearbook. Photos of outstanding employees are posted on the elevators of the office building of Guangzhou Telecom Tianhe Branch.

Name something after an employee. Courses developed by Gome's in-house trainers will be named after employees.

In order to maximize the effect of honor incentives, the following matters should be paid attention to when implementing honor incentives:

Honor incentives are linked to bonuses and benefits. Chongqing Meihua Decoration Co., Ltd. organizes annual travel for outstanding employees, which helps to strengthen the implementation effect of honor incentives.

Honor motivates you not to skimp on titles. Honorary title incentives refer to the promotion of employees' job titles without any job adjustments, that is, under the premise that the work content and affiliation of employees in their current positions remain unchanged. The titles of all department managers of Guangxi Mobile Company have been changed to general managers. This is an effective way to apply honorary title incentives. Because people are more concerned about face, in other words, everyone has the need to communicate and be respected, and titles are often helpful in satisfying this need.

Don’t neglect motivating underachieving employees. In order to motivate underachieving employees, many companies set up awards for the best progress in sales, best progress in service, etc.

Summary: Eight key points of motivation

Motivation is the key to stimulating employees’ potential and is an important means for managers to improve organizational performance. How do managers motivate employees? To make a simple summary:

Understanding needs is the prerequisite for motivation. To effectively motivate employees, managers must first understand their employees' needs. Only by understanding the real needs of employees can effective incentives be implemented.

Demands need to be considered whether they can be met. Not all employee needs must be met. Within the scope of resources at their disposal, managers should satisfy needs that can be met and guide needs that cannot be met.

Requirements analysis should be dynamic. Employees' needs will change due to changes in time, space, and angles. To effectively motivate employees, managers need to conduct dynamic analysis of employees' needs.

A clear motive can lead to action. Employees will not be motivated to take action if they only have needs. Employees will be motivated to take action only when they know the benefits that can be brought by meeting their needs, or the disadvantages that can be brought by not meeting their needs.

Good at using non-material incentive strategies. As a manager, there are very few material motivation resources available. In order to effectively motivate employees, managers must be good at using non-material motivation strategies such as role model motivation, emotional motivation, praise motivation, goal motivation, interest motivation, participation motivation, promotion motivation, and honor motivation. .

Use incentives based on ability. When guiding employees to meet their needs, managers need to consider the abilities of those being motivated. When employees' abilities cannot meet their own expectations, the incentive effect will be greatly reduced.

Implement incentives based on willingness factors.

Identity, beliefs, and values ??are the core elements that influence employees' willingness. Managers can consider specific motivation strategies based on these elements.

Use incentives based on the environment. Incentive strategies cannot be static. To produce good incentive effects, you need to consider the motivated object itself, as well as the time, space and other issues faced by the motivated object.