Will high income definitely bring about personnel stability? -Talk about performance appraisal and team satisfaction.

The human resource manager (H) of a company told me that the internal performance evaluation and assessment of the company has been a headache recently. The trouble originated from a discussion between the leaders and employees. Finally, there is a link for everyone to mention some unsatisfactory places for the company's reference and improvement. Some people come forward and say that they are not satisfied with their income. Manager H was not too surprised to hear this. After all, not everyone is satisfied with their income. But when the boss asked who else felt this way, manager H found that most of the colleagues who raised their hands were people with higher salaries. At this time, his confusion came, but the person with the highest income was not satisfied with his income. What does that mean? Our average level is lower than the industry level? Everyone present is dissatisfied, and others are embarrassed to raise their hands? The salary system has just been raised a little. Is it necessary to change it again? Then the labor cost will increase too fast. Thinking about these problems, he felt more and more headache. He and I learned about the horizontal position of their company's salary in industries and regions, and the conclusion was that it was above average. After roughly telling me a few specific figures, it seems to me that the wages of some production workers will catch up with the level of master's degree in Beijing, which means that the wages are not high. Of course, due to different operation difficulties and different sectors have different requirements for experience, some employees earn only 1 1,000 yuan or more. Combined with some information I learned in their business visits these days, I communicated my views with him. First of all, we want to introduce some background. This enterprise is engaged in heavy industry. Since its establishment, the business has been relatively stable, with complete personnel and rapid development. Manufacturing is the core of an enterprise. The industrial park where the factory is located is also booming, but the surrounding hardware construction is not mature enough. For example, the nearest restaurant and shopping should be 1 km. With the rapid development of the company, some rules, regulations and standards formulated at the beginning of the establishment of the corresponding company gradually show imperfections, including the salary system. In order to encourage employees' work enthusiasm, the piece-rate system is adopted in performance appraisal, which fully reflects that more work is more, and less work is less. However, in the process of implementation, it is found that due to the complex production process, the quality of some links in the production process is not stable enough, resulting in poor production circulation, and some posts are too busy to die because of frequent rework and repetitive work, with little income; Some jobs are relatively easy, but there is no work to do. They also complain that they don't want to do more, but they don't have the opportunity to do more. Therefore, the salary system is adjusted to the subsection timing system. For difficult road sections, the evaluation value is high and there are many people distributed. At this time, the above-mentioned problems that plagued manager H appeared again. As far as I know, one of the important reasons for the problems exposed by this company comes from the excessive wage difference among employees at the same level in the company. Although you can explain that the work intensity and difficulty of different positions are different, and the value of the corresponding working hours is different, employees with low incomes always feel that they are also paying 8 hours, why the income is only so small. For workers with high workshop value, they will also feel high income because they pay more, and it is natural to get high wages. In this way, the original meaning of establishing a salary mechanism around incentives is lost. At this time, if the salary system is changed, employees will feel that they have just made money and reduced their commission; If the wage difference remains the same, it will lead to high income of employees in the department, and the money earned seems to be fried. Excessive expansion of the salary difference between employees will not only arouse the enthusiasm of employees, but also cause the danger of unfairness and contradiction within employees. You can learn from Japan's salary model. When I visited Toyota in Japan, I learned that the monthly income of front-line employees in Japan is about 290,000 yen, and the income gap between them and front-line foreman and section chief is at most twice, and at most three times that of company directors and factory general managers. Japan is a country that advocates lifelong system, which ensures that everyone gets a high income on average, so that the team is stable and the company is stable. So how to evaluate everyone's performance in Japan, they have established a series of rankings internally. When the workers entered the company, they began to climb the grid by themselves. The salary level corresponding to different ranks is different. The company will determine the rank change according to the age and work experience of employees, and employees can also seize the opportunity of phased promotion, such as participating in operation exercises in different positions to pass the corresponding internal examinations. We don't have to copy the Japanese salary model, but we can learn the principle behind the salary mechanism of stabilizing the team according to the rank sequence. For this problem in this factory, we should not simply consider the salary mechanism of adjusting wages again at the risk of employee dissatisfaction, but also consider how to adjust the job rotation between different departments and the promotion of employees within the company. For example, for employees with low workshop value and low income, are there any promotion standards for employees in different workshops at the company level? It is not only to evaluate employees, but also to point out a way for employees to rise. Solving the employee growth channel is a radical way. Herzberg's two-factor theory. Herzberg divided the factors that affect employees in the company into health care factors and incentive factors. Health care factors include the company's administration, working conditions, wages, status, safety and the handling of various personnel relations. The improvement of these factors can alleviate the dissatisfaction of employees; In other words, if these factors are not satisfied, it will often lead to employees' dissatisfaction, slackness, and even strikes and other confrontational behaviors. Motivation factors include job achievement, the challenge of the job itself, social recognition, responsibility and career development brought by the job. The satisfaction of these factors can greatly stimulate the enthusiasm of employees and play a positive role in promoting their behavioral motives. It is often a good way for managers to mobilize the enthusiasm of employees and improve the efficiency of labor production. On the contrary, if such factors are not solved well, it will affect the work efficiency of employees. In the actual work process, if the company turns some incentive factors, such as praise and certain material rewards, into health care factors, or arbitrarily expands health care factors, it will reduce a person's internal satisfaction in work, resulting in the shrinkage of internal motivation, which in turn leads to the reduction of personal work enthusiasm. This company attaches too much importance to the role of incentives. In order to motivate employees, it has set up performance appraisal methods such as piecework wage system and timing system, which will bring about some improvement in work efficiency. However, at the level of health care factors, it is missing. Because the hardware facilities where the company is located are not mature enough, there are few opportunities for entertainment and communication with the outside world, and the company is simply regarded as a place to make money. If all employees think so, and just regard salary as a number, then no matter how high the commission system you set up, it will not continue to meet people's needs. At the same time, we should also think, why do employees think so? Man is the product of environment, and what kind of environment brings people's thinking in the environment. If the company works hard at the software level, such as organizing some rich sports activities in the factory, creating some internal Internet cafes and health and entertainment projects, including building a learning and training platform within the enterprise, and promoting the exchange and sharing of more corporate culture and work experience among employees, then the improvement of these environments will inevitably bring different degrees of satisfaction to employees. The needs of employees are diverse. If you blindly meet only one demand of employees, it will not only cause the satisfaction of this demand to be exhausted, but also cause dissatisfaction with the overall demand that has not been met. Just like eating alone, it is one thing to like spicy food, but if you eat more and more peppers every time, your tongue will become numb. Pepper not only does not play a role in seasoning, but is declining, and the overall satisfaction brought by a meal will also decline. Speaking of which, I remembered a real thing around me. My friend's wife is pregnant. Last Monday, she went to the company to find a leader to apply face to face to reduce her salary to 1/3, because she didn't want too much work pressure to affect her baby's development. A friend said to his wife, let's just ask for leave and rest at home. We don't need that money, and going to work every day is too much trouble. But her reason is very reasonable: if I stay at home on holiday, there will be no one to talk and eat with me every day, tell me jokes to make me happy, go to work on time every day and ensure proper exercise. Yes, for her, the most important significance of her present job is not the salary, but the atmosphere and environment of her colleagues. I saw a survey on the Internet, "What do you value more when choosing a job?" It is true that salary is of course important, but it is by no means unique. The growth opportunities within the enterprise and the help to their future career, including corporate culture and working environment, will account for a certain standard. Instead of thinking hard about how to make the performance appraisal more comprehensive, fairer, more stimulating and more unilateral, it is better to calm down and think about what different employees in the company really need and whether we have considered meeting their various needs. When an employee frequently talks to you about salary increase, you should believe that it is the result of his careful consideration, which shows that he can't see his clear future in the company. Since the future is uncertain, let's talk about the present. At this time, even if you meet the requirements of an employee, it won't be long before he resigns (as the HR manager said above, the employee with the highest salary is the most dissatisfied with his income).